Strategic Planning For Foreign Language Program Accreditation In Higher Education

Abstract

In response to expanding demand for access to higher education globally, governments and private sectors have reacted through massification, both in terms of numbers and sizes of institutions. While this has generated quantity, many argue that a corresponding rise in quality is lacking. This increasingly consumer-driven marketplace is under pressure from stakeholders - students, parents, governments, funders - to demonstrate quality. This may occur through internally generated reports, or from external accrediting bodies. For many higher education institutions, particularly in developing countries, these are novel practices. The purpose of this study is to analyze the outcomes of a program-level accreditation process implementation, and through the lens of a relevant case study, propose a framework to guide programs pursuing accreditation. Frameworks such as Bolman and Deal's Four Frames as well as Spillane, Halverson, and Diamond's Distributed Leadership can offer those charged with planning and implementing quality assurance initiatives the tools to effectively diagnose the current readiness within their organization to undergo a quality assurance initiative.