ENTREPRENEURSHIP IN COMMUNITY COLLEGES

Entrepreneurship in Community colleges

Abstract

In this study we try to explore the concept of “Community Colleges” in a holistic context. The main focus of the research is on “entrepreneurship in Community colleges” and its relation with “community colleges”. The research also analyzes many aspects of “entrepreneurship in Community colleges” and tries to gauge its effect on “society”.

Entrepreneurial community college

Entrepreneurial community college

Jim Collins (2005) described the role of the entrepreneurship in Community colleges as being “to meet social objectives, human needs, and national priorities that cannot be priced at a profit”. Although community colleges have similarities with for-profit organizations, some significant differences include the following:

Community colleges are driven by values, not profits.

Community personnel, including paid staff and volunteers, are often highly diverse.

Most community colleges have small staffs and small budgets, compounding leadership and management challenges.

Chief executives of the non-profits deal with a wide variety of organizational challenges, often wearing too many hats.

Non-profits deal with increased scrutiny from benefactors and government agencies. College to increase entrepreneurialism

One of the challenges confronting leaders of community college at the beginning of the 21st century, the most pressing and urgent is the inadequacy of financing. Community colleges have been called into question for decades. Funders and stakeholder (which include the organization's board of directors, staff, watchdog groups, and regulatory agencies) continuously seek evidence that nonprofit organizations are effective and serve a legitimate purpose in the society. Uncertainty is revealed through the reluctant support of social programs and more specifically these organizations. Public and private funders demand greater accountability for how their resources are being used by nonprofit. Private-sector firms are encouraged and invited to bid on government contracts for human services, which had previously been the exclusive domain of charitable organizations. The situation is particularly devastating for human service nonprofits, which are significantly dependent on government for their funding (Carrollm, 2005).

In the best of times, community college leaders anticipate declines in government funding. Even as the country struggles to recover from the most significant economic crisis in decades, nonprofit leaders anticipate a negative ripple. It is imminent: In 2008, individual giving was down 6.3% (this and the subsequent percentages include adjustments for inflation); charitable bequests dropped by 6.4%; corporate giving declined by 8.0%, foundation grants were lower by 0.8%, and total giving from all sources dropped by 5.7%—all during 2008 and as compared to support given in 2007 (Giving USA, 2009). The task ...