Bob Francis grew up in Yuma, Arizona and graduated from ASU. After spending a year teaching high school in Yuma, he returned to ASU in 1970, starting in the Alumni Association. After a few years, he moved to the Office of Undergraduate Admissions where he spent most of his career. He retired in 2002.

Important / interesting parts of the interview include:
• The beginning of the Office of Undergraduate Admissions in Part 2
• The changing attitude about the role of the University in marketing itself to students and parents in Part 3
• The role of the Devils’ Advocates played in selling the University in Part 4
• The role Don Dotts and Christine Kajikawa Wilkinson played in Bob’s career in Part 6

The goal of this research is to answer the questions 1) What is innovation? 2) Why is innovation important? 3) How does leadership impact the effectiveness in driving innovation? 4) How can insight be taught to other individuals who would like to drive innovation in their own practice? By defining leadership characteristics, actions, and attributes, a tangible framework was created which can be utilized by any leader as a guiding point to drive innovation. Data for this project was collected through two channels: a survey which was administered to individuals who identified primarily as undergraduates and professionals, then interviews were conducted with individuals who are recognized as innovative leaders. Interview participants were selected based on recommendations from peers, awards, and accolades received. The questions in the survey focused on collecting data on the general perception and understanding of what an innovative leader is compared to traditional change management elements. Interview questions honed in on specific information regarding leadership approaches, group dynamic techniques, and personal characteristics in relation to leadership style. The findings from the study can be used for positive impact on universities and organizations.

This study examined the processes of academic advisement in a school-centric university environment utilizing the O'Banion Model of Academic Advising (1972) as a baseline for theoretical comparison. The primary research question sought to explore if the O'Banion Model of Academic Advising, a dominant theory of advisement processes, was still representative of and present in contemporary advisement. A qualitative case study methodology was utilized to explore the lived experiences of professional staff academic advisors in the academic advisement process. Eleven professional staff advisors were interviewed for up to 90 minutes each about their lived experience in providing academic advisement services. A structured series of questions were asked about the academic advisors' experiences with the process and their daily advisement activities. The participants were asked how the vision, mission, philosophies, and structures of the institution impacted their role and responsibilities in the advisement process. Mixed results were found over the presence of the O'Banion Model in contemporary advisement. The results revealed significant additional workloads, unique structures, and complex roles as a result of the institution's school-centric philosophy. Role ambiguity and confusion over responsibility for the advisement process were found.

In a conscious effort to combat the low enrollment of women in construction management, a program was created to retain women through a mentorship program - Advancing Women in Construction. A qualitative analysis, facilitated through a grounded theory approach, sought to understand if the program was indeed successful, and what value did the students derive from the programs and participating in the mentoring process.

This study determined if differences exist among the health professions advising community between factors (academic and non-academic) used as selection criteria in medical school admissions, as well as the impact of the holistic review in admissions on new admissions initiatives with respect to personal and professional backgrounds of advisors. The study examined the differences based on the gender, race and ethnicity, age, years of advising experience, institution size and type, classification and region of the population. Statistical analyses were conducted using comparison of means tests: one-sample t-tests and one-way ANOVA to determine the significance of differences for each of the variables. Significant differences were found to exist among the health professions advising community based on gender, race and ethnicity, institution type, classification of appointment, institution size and type. The findings of the study suggested that the personal and professional background of a health professions advisor did impact the perception of importance among the academic and non-academic factors used in the selection of medical students. The medical school admissions community should appreciate the unique viewpoints of the broader health professions advising community when building relationships and finding opportunities to collaborate.

The purpose of this study was to increase first year residential student engagement and participation in residence hall programs during the 2011 fall semester at the Downtown Phoenix Campus of Arizona State University. Six upperclassmen (Taylor Place Leaders) residing in a residence hall (Taylor Place) were matched by academic major with 17 first year students residing in Taylor Place. During the first eleven weeks of the fall semester 2011, first year students met regularly with their Taylor Place Leader to discuss residence hall program participation, living in Taylor Place, attending Arizona State University, and adjusting to their academic responsibilities. All 23 program participants completed a pre-survey inquiring about their satisfaction with their decision to attend Arizona State University, residence hall involvement, and knowledge of university services. The researcher met with Taylor Place Leaders throughout the study to learn about their experiences with mentoring the first year students. At the conclusion of the study, participants met with the researcher to complete a post-survey inquiring about the same information as the pre-survey and participated in individual interviews discussing their experience in the study. Two major findings were identified. First, participants reported that the Taylor Place Experience peer mentoring program assisted first year students in adjusting to college through identifying student support resources. Second, participants reported that living on campus during the freshman year, with mentoring support, could promote academic success, compared with living at home due to the close living proximity of their peers. Taylor Place also saw an increase in residence hall program participation during the 2011 fall semester in comparison to the 2010 fall semester. However, six of the seventeen freshman study participants decided to move out of Taylor Place and live at home by the end of the 2011 fall semester, for various reasons, such as family and employment obligations as well as being homesick.

This dissertation is an action research study that had as its primary goal to increase retention of honors college students at Arizona State University by implementing an additional advising session during the fifth semester of their academic career. Introducing additional, strategically-timed support for the honors thesis and demystifying the thesis project was intended to help honors college students make more successful transitions to the final stage of their undergraduate honors careers. This advising session is not only used to demystify the thesis/creative project, but to introduce the student to the logistical elements of the thesis process. Most importantly, this session was designed to encourage students to find a focal interest for the project and to engage them in the process of identifying an appropriate director for this project. To assess the success of the early upper division thesis group advising session, students were asked to identify steps taken to begin the process early. Pre and post-intervention surveys and follow-up interviews were used to determine if the participants had taken steps necessary to complete the thesis. Questions regarding the identification of potential thesis foci, committee member selection, and research question formation were used to measure forward momentum. The early group advising session was successful in assisting 7 of the 9 participants to move one step closer to the completion of their honors thesis completion. However, the degree of movement was less than I expected or predicted. The early group advising session gave voice to our students by soliciting suggestions that might improve the session. Suggested changes included: - Maintain an optimal size group of six to eight students selected by discipline and projected date of graduation - Breakouts for students to discuss thesis topic and committee member selection strategies facilitated by faculty and honors advisors - Upper division students currently completing or who have successfully completed their thesis/creative projects made available to answer questions and provide success strategies - Specialty research librarians invited to demonstrate web based resources - Faculty approved discipline specific thesis/creative projects (models of best practice) available for review during the group intervention

Employee turnover is a pervasive issue across industries and at all levels of an organization. Lost productivity, hiring, interviewing, training and increased workloads are costs associated with turnover. As an undergraduate admissions professional charged with the enrollment of new freshmen students, I am constantly assessing the health of my team and working to minimize turnover in admission counselor positions. I implemented a six-week mentoring program in my office to increase second-year employee satisfaction, motivation, development and retention at the Arizona State University Undergraduate Admissions Office. Post intervention data were collected through the use of focus groups and self reflection questionnaires. Results show that mentoring is a mutually beneficial experience for mentees and mentors. Mentees reported benefits from the personalized dissemination of information and institutional knowledge by their mentors. Mentors reported that being in a mentoring relationship made them feel their opinions and experiences were valued. Mentoring can be an inexpensive professional development program designed to assist entry-level employees. While attrition cannot be totally eliminated from a workplace setting the study participants reported that the mentoring program made them feel valued even while acknowledging that there are limited opportunities for advancement within the office.