ABSTRACT
Public universities have long been central to the success of the national higher-education enterprise, pursuing distinctive missions while responding to changing societal expectations to expand and diversify their functions. Sponsored research altered the very structures and mission of public universities, nurturing a growing interdependence between research, graduate education, and undergraduate education. State and campus leaders became aware of the enormous revenues needed to support the huge institutional structures that had emerged—funding for research, for instrumentation and facilities, and for financial assistance to students. As public universities respond to the contemporary economic and political challenges, changes in institutional practices directly alter the expectations of faculty work. In some public universities, teaching loads have been increased, small graduate programs have been closed, and faculty have been told not to spend too much time with graduate students. As public universities have been pressured to become more like businesses, university managers have become the major reshapers of the academic workplace.
