Revisiting State 4-H Mentoring Programs for County 4-H Professionals

This article describes major aspects of mentoring programs being conducted currently by state Extension systems to support county 4-H Youth Development professionals. NAE4-HA Mentoring Task Force members developed a quantitative research methodology using a Web-based survey and census of State 4-H Leaders as of September 1, 2003, to collect data. Thirty-four respondents reported having some type of county 4-H mentoring program, including 12 reporting a formal program and 22 an informal program. However, a consistent, Web-based national 4-H professional development mentoring curriculum would better benefit county 4-H professionals and state 4-H programs in the U.S. and globally

Leadership Practices of West Virginia University Extension Agents Working with the 4-H Youth Development Program

A descriptive study explored leadership practices of West Virginia University Extension Service (WVUES) agents with an appointment in 4-H and Youth programs. The researchers utilized a census and a mailed questionnaire for the study that incorporated both the Leadership Practices Inventory (LPI) and the Multifactor Leadership Questionnaire MLQ. Overall, respondents\u27 usage of both transactional and transformational leadership practices was average, with nearly equal usage of both leadership approaches. The authors discuss implications for WVUES that will affect its ability to achieve the visionary goals to which it aspires

Is There Justice? Seeking Fairness in Cooperative Extension Programs During Times of Change

Cooperative Extension Service administrators on the federal, state, regional, district, and county level will be challenged in the coming years to provide leadership as their organizations are defined in a changing society. Recognizing and implementing strategies to ensure positive perceptions of organizational justice will reap tremendous rewards in the form of increased satisfaction, commitment, trust, and citizenship. At the same time, positive perceptions of justice will reduce employee turnover and workplace aggression issues. This article defines organizational justice, including its four constructs; raises the importance of the issue; and offers strategies to address fairness/justice in the workplace

Volunteerism, Community Service, and Service-Learning by Ohio 4-Hers in Grades 4-12

This study reported here investigated volunteer service by Ohio 4-H\u27ers ages 10 to 19. The study\u27s population was randomly sampled by each age category: 66,345 4-H community club members ages 10-14 and 18,233 ages 15-19. Study findings suggest that nearly 100% of 4-H\u27ers in both age categories are involved in community service. Respondents spent an equal amount of time volunteering through school, out of school, on their own, or through 4-H youth development experiences. The researchers conclude that 4-H youth development has an impact on 4-H\u27ers performing service but that it is not the only way members are helping others

4-H Youth Development Professionals\u27 Perceptions of the Importance of and Their Current Level of Competence with Selected Volunteer Management Competencies

The descriptive research reported here investigated Extension 4-H Youth Development professionals\u27 perceptions of the importance of, and their current level of competence with, 127 selected contemporary volunteer management competencies organized into nine constructs. A census of NAE4-HA members was used to collect data using a Web-based questionnaire. While respondents indicated that all nine constructs were important in their management of volunteers, corresponding levels of competence were not as high. We conclude that a framework for professional development for NAE4-HA members related to the management of volunteers be developed and implemented focusing holistically on the nine volunteer management constructs

An Initial Assessment of an Interactive Web-Based Extension Curriculum to Engage and Prepare Teens as Volunteer Teachers

The North Carolina 4-H Teens Reaching Youth through Innovative Teams (TRY-IT!) program utilizes Web-based modules to strengthen and expand teen volunteerism. The research described here investigated teens\u27 assessments of two initial TRY-IT! modules. The researchers developed a written questionnaire based upon eight criteria for evaluating Web-based training and collected data from a convenience sample of 67 teen 4-H members. Participants evaluated each component as above average. Based upon the pilot study findings, TRY-IT! promises to be very effective in engaging current and potential teens in volunteerism and community service through the use of Web-based curricula

A Longitudinal Study of the Evolution of Organizational Values of Ohio State University Extension Educators

A 2001 replication of a 1991 study investigated the evolution of OSU Extension organizational values. For almost a decade, the 1991 values were used by administrators for decision making and policy development. The authors used a census and Values Questionnaire to collect data. The authors identified 10 of the 12 original organizational values as current OSU Extension organizational values. The strength and stability of its organizational values may be both a source of continuity for OSU Extension during times of rapid social and fiscal change, as well as a source of frustration for leaders seeking to reshape the organization\u27s culture

The intersection of academia and industry: avoiding pitfalls and navigating successful partnerships

This dissertation focused on characteristics of successful academic-industry partnerships, barriers causing them to fail, and the development of better strategies for collaborative opportunities and initiatives. Fifty-seven key informant interviews identified 12 barriers to successful partnerships: 1.Intellectual property rights 2.Meeting agreed upon timetables, accountability and reliability issues. 3.Cultural differences. 4.Poorly trained technology transfer offices. 5.Lack of clearly defined goals and objectives. 6.Overhead rates. 7.Publication rights. 8.Change in personnel. 9.Changing priorities. 10.Internal issues. 11.Confidentiality issues. 12.Threat to academic freedom. Fifteen characteristics of successful partnerships were identified: 1.Long term partnership relationships. 2.Trust. 3.Clear alignment of goals and mission. 4.Win-win situation. 5.Communication. 6.Interpersonal relationship/prior relationship with partner. 7.Reputation and expertise. 8.Ability to resolve problems at the onset. 9.Flexibility. 10.Manager who keeps the project on track. 11.Well-trained tech transfer office. 12.Internal champion. 13.Support from the top. 14.Interdisciplinarity. 15.Physical proximity. Several fundamental qualities were found to be essential for successful partnerships: -Trust -The ability to form interpersonal relationships -The ability to align goals and objectives -The presence of strong communication skills -The ability to look at the relationship as a true partnership. Solutions to the identified barriers include improved communication and trust in the partnership effort, a convergent vision, improved reporting structures, measureable goals and clearly defined objectives, the building of interpersonal relationships and strategic partnership opportunities, the ability to articulate vision and work through the plan of action, higher levels of trust in the partnership endeavor, and an undisputable acceptance of the academic mission. An integrated set of policies is required to confront the complex exchange between academia and industry, addressing education, research, development, recruitment, potential employment and job creation. These policies must strike a delicate balance between entrepreneurship and autonomy of research and innovation that give rise to novel discovery and commercialization of new industry. Further research is needed to clarify actual mechanisms necessary for a more comprehensive, intersectoral policy development approach incorporating institutional and organizational efforts toward long-term partnerships.Doctor of Public Healt

The development of an instrument for measuring library instructional services and organizational climate in academic libraries

The purpose of this study was to develop instrument to measure perceived organizational climate and library instructional services. An underlying purpose of the study was the determination of the existance of a relationship between organizational climate and an institution’s ability to provide a successful library instruction program. The focus of the research was the design, development, and testing of the Academic Library Instructional Services Survey (ALISS) for use in the diagnosis of an organizational climate suitable for promoting instruction in library use within academic libraries; The ALISS consists of five climate scales; ESPRIT, SELF-STUDY AND PLANNING, INSTRUCTION AND UTILIZATION, SUPPORT, and INNOVATION. The instrument was based on the Modified Institutional Functioning Inventory developed by Alan R. Samuels