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 REPORT ON A SURVEY 
 
 OF THE 
 
 NORTH CAROLINA STATE 
 COLLEGE OF AGRICULTURE 
 AND ENGINEERING 
 
 BY 
 
 GEORGE F. ZOOK 
 
 Specialist in Higher Education 
 
 U. S. BUREAU OF EDUCATION 
 WASHINGTON, D. C. 
 
 1923 
 
 RALEIGH 
 
 Bynum Printing Company 
 1923 
 
Digitized by the Internet Archive 
 in 2019 with funding from 
 University of North Carolina at Chapel Hill 
 
 https://archive.org/details/reportonsurveyofOOzook 
 

 Report on a Survey of the 
 North Carolina State College of Agriculture 
 
 and Engineering 
 
 BY 
 
 GEORGE F. ZOOK, Specialist in Higher Education 
 U. S. Bureau of Education 
 Washington, D« C. 
 
 INTRODUCTION 
 
 On September 21, 19 22 , President W. C. Riddick of the North Caro- 
 ! lina State College of Agriculture and Engineering wrote to Dr. John J. 
 Tigert, United States Commissioner of Education, stating that, on 
 account of a large growth of the student body at the college and the 
 
 I consequent increase in the faculty, the present administrative organiza¬ 
 tion of the college had become inadequate, and that as soon as possible 
 it was the intention to effect a reorganization which would more ade¬ 
 quately meet the present conditions at the institution. In order that 
 the proposed reorganization might be carried out in the most satisfac¬ 
 tory manner, President Riddick invited the winter to make a study of 
 the present administrative organization of the college and to make 
 recommendations concerning any changes which should be made in it. 
 I am very sorry that, on account of previous engagements, it was impos¬ 
 sible for me to accept this invitation last autumn. It was not, indeed, 
 until the latter part of March, 1923, that I was able to visit the college 
 and to hold the necessary conferences preliminary to outlining a report 
 which I wish to submit herewith. I trust that the president and the 
 board of trustees will find this report useful and suggestive in effecting 
 such administrative reorganization as circumstances seem to make 
 advisable. 
 
 In this connection it may be well to point out that the report and 
 recommendations are entirely impersonal. It may be that, on account 
 of individual circumstances, it will be desirable for the board of trustees 
 to continue certain arrangements at the college which do not appear to 
 me logical. Other recommendations, for various reasons, including lack 
 of funds, may not appear possible at this time. These are matters about 
 which no one except the president of the college and the governing board 
 1 may with propriety advise. Therefore, I shall endeavor to outline in 
 J this report a logical and, I believe, workable administrative organization, 
 r having in mind the financial limitations of the college for the next two 
 is years. Indeed, I am convinced that the adoption of the recommenda- 
 ^ tions in this report or others of similar character will add greatly to the 
 
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4 
 
 effectiveness of the college in performing the several lines of service 
 which may reasonably be expected of it by the people of the State. 
 
 Preliminary to outlining this report, I spent a week in North Caro¬ 
 lina, conferring for the most part with the president and various officials 
 and members of the faculty at the college. Uniformly, I found them 
 willing and anxious to supply all the information possible in order to 
 assist in solving the problems which the survey presented. I wish, there¬ 
 fore, to acknowledge to all these people my most cordial appreciation for 
 the assistance which they have rendered, and for the very cooperative 
 spirit which they showed upon all occasions. 
 
 THE COLLEGE AND THE STATE 
 
 It would be quite unscientific, and certainly very unwise for me, after 
 so brief a study of the college, to offer any dogmatic or final observations 
 concerning the degree of success which has been attained by the college 
 as a part of the State’s system of higher education. It is seldom that a 
 State is not amply repaid for its appropriations through the unremit¬ 
 ting and unselfish service of the officials and faculty at its State institu¬ 
 tions of higher education. At the North Carolina State College there is 
 every indication of the same unselfish spirit of service on the part of 
 officials and faculty which should characterize the teaching profession 
 everywhere. At the same time it is impossible to escape the feeling that, 
 perhaps through no fault of the personnel at the college, the institution 
 is not performing as extensive a service for the State as it should, and 
 consequently that it does not have as compelling a grip on the people of 
 the State as would be desirable. The likelihood that the service of the 
 institution can be extended much more widely and to a much larger body 
 of citizens in the near future adds interest and zest to the problem of 
 providing an administrative organization which can more adequately 
 meet these obligations than has been possible in the past. 
 
 THE BOARD OF TRUSTEES 
 
 I understand that, by a recent action of the State Legislature, the 
 board of trustees of the college was increased to sixty. It is assumed 
 that this action was taken primarily to provide a larger group of people 
 who might help to interpret public opinion in the State to the college, 
 and in turn also make known to the people the financial needs of the 
 college, in order that it might secure the necessary appropriations to 
 fulfill its educational obligations most satisfactorily. As a board to 
 consider and formulate the many policies and larger questions of admin¬ 
 istration at the college, so large a group would be unwise. I assume, 
 therefore, that the leadership, initiative and conduct of the institution 
 will always be left to a small group of the trustees, as for example the 
 present executive committee. Experience everywhere, both in privately 
 controlled and State institutions of higher education, has demonstrated 
 the wisdom and necessitv of small boards as governing bodies for higher 
 institutions. 
 
THE RELATION OF RESIDENT TEACHING, RESEARCH, AND 
 
 EXTENSION WORK 
 
 In general, it seems clear that the administrative organization of the 
 college has followed the natural course of growing up with the institu¬ 
 tion. In recent years, however, there has been a considerable increase 
 in the student body and faculty. As a result, the present organization 
 has become inadequate for the purposes of internal administration of 
 an institution which, it should be realized, is fast approaching the size 
 and diversity of interests of a university in all but name. The growing- 
 routine administrative work which has accompanied the increase in 
 student body and faculty has largely been assigned to members of the 
 faculty and faculty committees, with the result that the administrative 
 officials and heads of departments have had quite inadequate time and 
 opportunity to consider internal policies at the college, and especially it 
 has so far proved impossible for them to do more than a minimum of 
 work in the State, other than resident teaching. 
 
 To be specific, it is now generally agreed and almost the universal 
 practice at State institutions of higher learning, particularly the land- 
 grant colleges, that the work of the institution should be first and fore¬ 
 most resident teaching, but that extension work and research should be 
 conducted simultaneously and under the same administration as the 
 resident teaching. This arrangement is so generally accepted now that 
 any argument in favor of it would normally be unnecessary and super¬ 
 fluous. . However, in this instance, on account of a different practice, it 
 may be well to point out a few salient features in the situation. 
 
 It will be recalled that in 1913 the General Assembly of North Caro¬ 
 lina authorized the appointment of a “Joint Committee for Agricultural 
 Work,” composed of four members each from the board of agriculture 
 and the trustees of the State College of Agriculture and Engineering, 
 together with the Commissioner of Agriculture and the president of the 
 college as ex-officio members of the committee. This joint committee 
 was charged with the duty of “preventing duplication and friction and 
 increasing efficiency in agricultural work in the State,’ and was author¬ 
 ized to supervise and control “such agricultural work of the same kind 
 or kinds as both the Department of Agriculture of the State and the 
 North Carolina College of Agriculture and Mechanic Arts are conduct¬ 
 ing or may conduct under authority of law, together with any work 
 which either of these institutions may agree to place under the joint 
 committee, and especially shall this joint committee have supervision 
 and control of all experimental and investigational work in agriculture 
 
 in the State.” 
 
 “The joint committee shall use such funds as may be designated by 
 law or which may be placed at its disposal by each of the two boards or 
 by any benefactions in the conduct of the work outlined in section three 
 of this report. It shall determine and employ such workers as may be 
 necessarv for the conduct of the work, and regulate then salaiies and 
 
 1 7 
 
6 
 
 duties. All actions of the joint committee shall be subject to the 
 approval of the Board of Agriculture and the board of trustees of the 
 North Carolina College of Agriculture and Mechanic Arts.” 
 
 The arrangement entered into in 1913 has been very beneficial, in that 
 all or practically all danger of duplication of agricultural experiment 
 station work has apparently been removed, and the same may be said 
 concerning agricultural extension activities. There are, however, certain 
 other observations on the arrangement which deserve serious considera¬ 
 tion: (1) A State institution can do much better work, even in 
 resident teaching, if extension and research are carried on in conjunc¬ 
 tion with it. (2) Centralization of the State’s educational efforts under 
 a single administration is the most effective and economical manner of 
 conducting all three activities, resident teaching, extension, and research. 
 
 In all higher institutions it has now become axiomatic that a teacher, 
 to be most effective, must have some time and opportunity continually 
 to increase in knowledge and appreciation of his subject. Reading and 
 study afford a large part of this opportunity, but it is equally desirable 
 that the teacher have at least some opportunity through research to add 
 to his-knowledge of his chosen subject. Otlieiuvise, his growth stops and 
 his enthusiasm lags. In the land-grant colleges, fortunately, through 
 annual Federal subsidies, a great program of agricultural research has 
 been proceeding for a number of years. The opportunity of the teachers 
 of agriculture to participate in and associate closely with those who have 
 carried on this work has literally created the several applied sciences in 
 agriculture during the last thirty years. Any unnatural barrier which 
 is erected between research in agriculture and the teaching of agricul¬ 
 ture is like cutting off a stream from its source and expecting it to con¬ 
 tinue to flow. The experiment station is the fountain of agricultural 
 knowledge, and the college the channel through which it flows to students 
 at the institution. Each is necessary to the other. The college teachers 
 cannot perform their tasks efficiently unless they have the latest informa¬ 
 tion in the rapidly growing and expanding body of agricultural knowl¬ 
 edge, and the results attained by the experiment stations are of little 
 value unless they are available for the use of those who are expected to 
 pass them on to students and farmers. 
 
 Turning now to what may appear to be the more practical side of the 
 matter. It is apparent at once that the separation of the resident teach¬ 
 ing in agriculture from research is wasteful and uneconomical. To be 
 sure, equipment, apparatus, teaching personnel, and animals are not 
 interchangeable at will for teaching and research purposes, but they are 
 available for the use of both in various degrees, depending on circum¬ 
 stances. Whatever unnecessary duplication in equipment, buildings, 
 and animals are resorted to on account' of lack of centralization of 
 administration is wasteful and unjustifiable. 
 
 If anything more is needed by way of calling attention to the unwis¬ 
 dom of the present arrangement, it would be to point out the fact that 
 
it would be just as logical to erect the engineering experiment station 
 apart from the engineering school of the college. Indeed, there is much 
 research work of engineering character which is even now being carried 
 on by other State organizations. The multiplication of these research 
 agencies with the consequent duplication of laboratories and equipment, 
 and the deadening effect it has on the resident teaching work at the col¬ 
 lege, can hardly commend itself to anyone acquainted with the facts. 
 The separation of the administration of the agricultural experiment 
 station and the college cannot, in the opinion of any save possibly a 
 very small minority of persons here and there, be justified on the 
 grounds of efficiency or economy, or, indeed, any other fundamental 
 reason. 
 
 A similar unsatisfactory situation exists with respect to the extension 
 work in agriculture. The college teachers need to keep in close contact, 
 not only with the sources of knowledge concerning agriculture, but also 
 with the great body of farmers who are the ultimate consumers of this 
 knowledge. Unless there is the closest cooperation between the resident 
 teachers and the rural population, it is practically impossible for the 
 teachers to appreciate adequately the needs and problems of the farm, 
 and it is . just as difficult to establish lines of contact which will bring 
 agricultural information to the farmers in the most effective manner. 
 
 For these reasons, and many others, there are no other States where 
 the extension service in agriculture is as completely severed from the 
 college of agriculture as in Yorth Carolina. In only one other State, 
 namely, Ohio, is the administration of the experiment station not 
 entirely under the control of the agricultural college. In three other 
 States, namely, Few York, Georgia, and Connecticut, there are State 
 experiment stations in addition to the ones conducted in conjunction 
 with the State college of agriculture, but they are a vanishing race and 
 will likely disappear completely very soon. The college, the experiment 
 station, and the extension activities, in the opinion of the college admin¬ 
 istrators as represented in the Land-Grant College Association, the 
 Department of Agriculture, and the Bureau of Education in Washing¬ 
 ton, should be combined in a single administration, not for the advan¬ 
 tage of any of the three, but because it is the most effective and economi¬ 
 cal method of performing all three functions. 
 
 THE RESIDENT TEACHING FUNCTION OF THE COLLEGE 
 
 The divisions of a university or college depend in considerable part 
 on the major functions of the college. In the present case the institu¬ 
 tion was founded in response to the stimulus of the Federal act of 1862, 
 known as the Morrill Act. For this reason, it is assumed that agricul¬ 
 ture and engineering were and will remain two of the main functions of 
 the college. There is nothing in the nature of the case, however, why 
 the several States accepting the provisions of the Morrill Act may not, 
 as circumstances demand, also establish other functions of equal impor- 
 
8 
 
 tance at the so-called land-grant colleges, and during the sixty years 
 since the passage of the Morrill Act all, with perhaps one exception, 
 have done so. 
 
 In addition to agriculture and engineering, there are at least four 
 fields of work closely related to agriculture and engineering, on the one 
 hand, and to recent economic, industrial, and educational progress in 
 the State on the other, which deserve serious consideration as major 
 lines of service of possibly equal importance with agriculture and engi¬ 
 neering: (1) general science; (2) rural economics and business admin¬ 
 istration; (3) textile engineering and manufactures; (4) teacher train¬ 
 ing. 
 
 The basic physical and biological sciences deserve to be encouraged 
 and promoted at the college, not only for their actual values, but because 
 the progress which can be attained in the applied sciences depends in the 
 future, as in the past, on the development of the basic sciences which 
 underlie them. In this way they are a very important factor in deter¬ 
 mining the degree of success which can be attained in the applied- 
 science curricula. 
 
 The State of North Carolina has recently been engaging in a great 
 forward movement to improve the quality of the teachers in the ele¬ 
 mentary and secondary schools. All the higher institutions are being 
 called upon to contribute their utmost toward helping the State to 
 accomplish this great task. There is every reason to assume that the 
 North Carolina College of Agriculture and Engineering should not only 
 train the teachers of agriculture in the secondary schools, but also that 
 it should make provision for supplying teachers of manual arts and 
 industries, together with a considerable number of science teachers. The 
 number of teachers needed in these fields will doubtless increase con¬ 
 siderably in the next few years, and the college should be prepared to do 
 its part in training them. 
 
 In establishing a new administrative organization at the college it 
 may not be expedient at this time to recognize all six of these fields of 
 higher education as major divisions of the college. Eor example, it is 
 felt that, for the present, textile engineering and manufactures may con¬ 
 tinue as a part of the engineering group of departments. Ultimately, it 
 should probably become a division on a parity with the other four which 
 have been named. 
 
 It is recommended, therefore, that four major divisions be established, 
 as follows: (1) agriculture; (2) engineering; (3) general science; 
 (4) social science and business administration. In charge of each one 
 of these divisions there should be a dean, responsible to the president for 
 the administration of the division. Each division should consist of a 
 number of departments, with heads of departments and such other mem¬ 
 bers of the faculty as are required. 
 
9 
 
 SHORT COURSES 
 
 It would not be difficult to demonstrate that there are entirely insuf¬ 
 ficient opportunities in America for the graduates of high schools and 
 other young people eighteen years of age or over to pursue technical 
 courses of study of less than four years in length. Somehow we have 
 developed the tradition that all or practically all liigh-school graduates 
 who continue their education should do so in four-year courses of study 
 in the typical college or university. One of the most serious weaknesses 
 of the American system of education is that we have not so far found a 
 way of developing on an extensive scale technical courses of one, two, 
 and three years duration. Undoubtedly, very serious efforts should be 
 exerted in that direction in every State in the Union. 
 
 The State universities and colleges may not really be the best places 
 to develop this type of education, but at present they are in most States 
 the only places where they can be developed. Moreover, at these insti¬ 
 tutions, including this college, there is an extensive equipment which 
 can be used very easily and profitably for short courses. It is believed 
 that the college has obligations in this field of education which ought to 
 be promoted more vigorously. In this type of work, however, the same 
 as with the four-year curricula, satisfactory results may not be expected 
 unless it is actively and enthusiastically promoted by one or more per¬ 
 sons who devote the major portion of their time to it.. For this reason, 
 it is suggested that a vice-director of short courses in agriculture and 
 another in mechanic arts be appointed, and that they be charged with 
 the promotion and development of the short courses in these divisions. 
 So far as possible, this should be done in cooperation with the existing 
 faculty and through the use of the present equipment, but wherever 
 necessary and desirable there should be no hesitation in adding full¬ 
 time instructors for this type of work and increasing the equipment. 
 
 If these short courses are conducted vigorously it is believed that a 
 number of students now registering in the four-year courses, but who 
 for a variety of reasons do not continue their work to graduation, would 
 welcome the opportunity to finish a short course preparatory to posi¬ 
 tions on the semi-professional level. 
 
 Another type of short courses which has been given very successfully 
 at the college is the summer school. The unusual demand for better 
 teacher preparation in North Carolina during the last few years has 
 been responded to admirably by the organization of a summer school. 
 This work links up with one of the growing major activities of the 
 institution, namely, the preparation of teachers. 
 
 As a matter of practical administration the courses which are given 
 in the summer school should all be classified as subjects for college 
 credit, for credit toward teachers’ certificates, for credit as high school 
 units, etc. All such courses should be worked out in cooperation with 
 the heads of departments at the college. 
 
:o 
 
 GENERAL EXTENSION' 
 
 One oi* the indications that the college has not so far reached out into 
 r]ie State is the fact that so far no general extension and correspondence 
 courses have been developed. The institution has an obligation to pro¬ 
 mote this vrork so far as it oossibly can. even though tnere is as yet no 
 appropriation comparable in size to tne money oeing sp*ent for agri- 
 cultural extension vrork. Tne a! vantages of this general extension work 
 are obvious to the State and the institution. From the point of view 
 of the college it is one of the many ways through which the college can 
 gain a direcv contact with the practical needs of the State. Especially 
 is this true in the field of engineering and mechanic arts. 
 
 So far as possible ail extension work should be co-ordinated. For 
 this reason, although it may not be a logical arrangement, it is suggested 
 that a vice-director for general extension work be appointed and that 
 he and those who are associated with him for the development of this 
 work be under the general supervision of the director of extension. 
 
 GENERAL ADMINISTRATION 
 
 For 'he general administration of the college it is recommended that 
 there be formed an advisory council to the president to consider and 
 advise on two types of problems, 1 > general matters of policy relating 
 to the activities and functions of the college: 2 i routine administrative 
 
 C 7 \ / 
 
 affairs on which the president wishes advice before taking action. Such 
 a council will probably make unnecessary so frequent meetings of the 
 faculty as at present. The advisory council should be composed of the 
 dean of the college, the deans of the four major divisions and perhaps 
 one other selected by the president from a list of three persons nomi¬ 
 nated by the general faculty. 
 
 The general faculty should be expanded so as to include all associate 
 and assistant professors. Its chief function should be to legislate on 
 matters relating to entrance requirements and methods of admission, 
 requirements for degrees and certificates, curricula, questions of scholar¬ 
 ship and attendance, prizes, honors, and student activities, etc. 
 
 THE DEAN OF THE COLLEGE 
 
 The chief duty of the dean of the college is to deal with student rela¬ 
 tions. Reports of all absences from class should be sent to his office as 
 well as all reports concerning deficiencies in class standing. The dean 
 should also advise with all officials of student organizations and super¬ 
 vise the matter of chapel attendance. If possible some attempt should 
 be made to institute some vocational guidance work in conjunction with 
 this office. 
 
 This arrangement involves the abolition of the office of dean of stu¬ 
 dents and the transfer of all its functions to the office of the dean of 
 the college. On the other hand, the evaluation of records presented by 
 
11 
 
 entering students from high, schools and other higher institutions would 
 be transferred to the registrar’s office to be performed by him or an 
 exammei. Clearly this duty will shortly become too onerous for any 
 one who wishes to continue his teaching functions on a full-time basis. 
 At the same time it appears that all the duties now performed by the 
 vice-president of the college could he transferred without loss and with 
 some gain to the dean of the college. It is believed that all the func¬ 
 tions of the vice-president can he performed more easily and expedi¬ 
 tiously in the enlarged dean’s office. 
 
 The duties of the dean of the college will require the full time of a 
 
 very competent man. Furthermore he should have adequate clerical 
 assistance to perform his duties satisfactorily. 
 
 THE REGISTRAR 
 
 The registrar’s office should contain the official scholastic records of 
 students, including entrance certificates, courses being pursued, grades, 
 withdrawals from class, and graduation records. Also, the records of 
 the meetings of the general faculty and reports of faculty committees 
 should he on file in the registrar’s office. Xormally the registrar should 
 he secretary of the general faculty. 
 
 The registrar should also evaluate all high school entrance certifi¬ 
 cates, referring all doubtful cases to a faculty committee, and working 
 out a system of evaluating the work of students transferring from other 
 colleges, with the departments concerned in each such transfer. If the 
 registrar himself does not have time for this work, there should he 
 appointed an examiner who can devote a portion of his time to this 
 work. 
 
 The present arrangement of having the registrar supervise the work 
 of the superintendent of buildings and grounds appears to he entirely 
 illogical, and it is assumed that with the appointment of a trained and 
 experienced superintendent of buildings and grounds the continuation 
 of this device will be unnecessary. 
 
 THE BUSINESS OFFICE 
 
 The business office should be charged with checking up all depart¬ 
 ments and officers of the college to see that they do not exceed without 
 proper authorization the amounts of money set aside for their use in 
 purchasing supplies and materials. For this purpose all requisitions 
 for these supplies and materials should be countersigned by the business 
 officer. 
 
 The business office is also the natural repository for all academic fees, 
 dormitory rentals and charges for board which are paid by students at 
 the college. 
 
 It is also suggested that it would be economy of time and money to 
 employ a superintendent of buildings and grounds who has sufficient 
 training and experience to supervise the heating and power plants, the 
 
12 
 
 electric lighting system, and the construction of roads and sidewalks, 
 but not the landscaping of the campus. An official with this training 
 and experience should be able with sufficient assistance to supervise 
 these various activities much more satisfactorily than is possible under 
 the present loose arrangements. Of more importance, however, is the 
 fact that certain heads of departments would thus be relieved of duties 
 which prevent them from concentrating their attention on the problem 
 of building up the engineering activities of the college and increasing 
 the teaching efficiency of their departments which, it should be remem¬ 
 bered, is the thing for which they are employed. When these facts are 
 taken into consideration it is doubtful if the employment of a trained 
 superintendent would involve any greater expense than at present. How¬ 
 ever, if it did, it would be money well spent. 
 
 THE LIBRARY 
 
 The library arrangements at present are among the weakest fea¬ 
 tures of the college. The library room appears to be pleasant and the 
 books well selected, but they are totally inadequate to meet the needs 
 of the institution. The college is to be congratulated that a new library 
 building is about to be erected. As soon as it is constructed arrange¬ 
 ments should be made to increase the number of books very greatly in 
 order that the library may be made of the greatest possible service to 
 the faculty and students. It goes without saying that the library staff 
 should be equal in training and number to the requirements of the 
 enlarged library. 
 
 In this connection great care should be exercised to avoid the develop¬ 
 ment of departmental libraries 'which require the purchase of duplicate 
 copies of books and the service of special attendants. If the new library 
 building is constructed near the center of the present campus it ought 
 to make departmental libraries practically unnecessary. 
 
 THE HEALTH OF STUDENTS 
 
 The college is to be congratulated on the establishment of a hospital 
 to take care of students who become ill. It is suggested, however, that 
 much remains to be done in order to develop students physically. A 
 gymnasium with adequate instruction in physical education is needed 
 very greatly. At present the college is doing very little for the physical 
 development of the student-body. Among other things, arrangements 
 should be made to give all students a physical examination at least once 
 each year. Those who are concerned with the care of the health of 
 students are now laying great stress on preventive measures. As ^ 
 means to this end there should be established a department of physical 
 education which should develop athletic exercise for the entire student- 
 body. As a means of co-ordinating the work of coaches of athletic 
 teams with the larger work of physical education for all the student- 
 
body, it lias been found desirable at many institutions to make all 
 coaches members of the department of physical education and of the 
 general faculty. 
 
 DIVISIONS AND DEPARTMENTS 
 
 It is suggested that the several divisions be composed of departments 
 as follows: 
 
 (1) Agriculture: 
 
 a. Animal husbandry including dairying and veterinary science. 
 
 b. Soils. 
 
 c. Farm crops. 
 
 d. Poultry science. 
 
 e. Horticulture. 
 
 f. Agricultural engineering. 
 
 g. Botany. 
 
 h. Zoology. 
 
 i. Vice-director of short courses. 
 
 (2) Engineering: 
 
 a. Civil engineering including highway engineering. 
 
 b. Electrical engineering. 
 
 c. Mechanical engineering including the machine shop, wood shop, 
 
 the foundry, the vegetable oil mill. 
 
 d. Architectural engineering including mechanical drawing and de¬ 
 
 scriptive geometry. 
 
 e. Textile engineering and manufactures including carding and spin¬ 
 
 ning, weaving, and design and dyeing. 
 
 f. Vice-director of short courses. 
 
 (3) Division of General Science: 
 
 a. Chemistry including the fundamental courses and agricultural 
 
 chemistry. 
 
 b. Physics including mechanics. 
 
 c. Mathematics. 
 
 d. English. 
 
 e. Modern foreign languages. 
 
 (4) Division of Social Sciences and Business Administration: 
 
 a. History and political science. 
 
 b. Economics, commerce, and business. 
 
 c. Rural economics and sociology. 
 
 d. Engineering and industrial administration. 
 
 e. Vocational education. 
 
 DUTIES OF THE DEANS 
 
 The duties of the deans of the several divisions under the scheme of 
 organization which has been suggested would be in part to carry out 
 certain administrative functions and in part to lead in the promotion 
 of the work of their respective divisions in the college and throughout 
 
 the State. 
 
 It is suggested, for example, that each dean’s office be charged with 
 the supervision of the registration of students who are pursuing cui- 
 
14 
 
 ricula in the respective divisions. Such supervision will insure the fact 
 that students follow their prescribed courses and take their prerequisite 
 subjects. 
 
 The deans should preside over their respective faculties, which should 
 include all ranks of the teaching force from instructors upward. All 
 curricula and changes in curricula should be initiated in the divisional 
 faculties before they are passed on to the general faculty for approval. 
 
 If it is deemed advisable an executive committee composed of the 
 dean and the heads of departments may be formed to pass on routine 
 matters and to consider matters of policy relating to the work of the 
 school. 
 
 The deans should also arrange the teaching staff of the divisions so 
 as to avoid duplication of instruction in the same subject. Many other 
 interdepartmental matters can he co-ordinated through the dean’s office. 
 Deans and heads of departments should jointly recommend to the presi¬ 
 dent and the board of trustees new appointments of faculty members 
 in the several departments and all promotions and increases in salaries. 
 
 In so far as possible the dean of each division should devote his atten¬ 
 tion to the solution of the larger problems of his division and to devising 
 ways and means of promoting the effectiveness of the instruction and 
 of making the division more serviceable to the State at large. For this 
 purpose the dean as well as the heads of the several departments in the 
 divisions should consult leaders in agriculture, engineering, business 
 and industry frequently in order that they may continually keep the 
 instruction at the college abreast of the needs of the State. 
 
 ADJUSTMENTS IN THE SEVERAL DIVISIONS 
 
 1. Agriculture 
 
 If the proposed union of the extension work, the experiment station 
 work, and the resident teaching under the complete administration of 
 the college can he effected it is suggested that the dean of the division 
 of agriculture he responsible for the agricultural experiment station 
 and the extension service, but that the experiment station and the exten¬ 
 sion service be immediately in charge of directors who shall be respon¬ 
 sible to the dean and through him to the president for the successful 
 promotion and administration of their divisions. It is also suggested 
 that conferences of the resident teachers, the experiment station men, 
 and the extension staff in each department be held periodically under 
 the chairmanship of the head of the resident teaching department. At 
 these conferences matters relating to the development of the particular 
 field of agricultural education, methods of cooperation and plans for 
 promoting the work can be discussed and formulated. 
 
 In the accompanying proposed plan of organization the biological 
 science departments are left in the agricultural school because it is 
 assumed that it will be possible for them to develop their work as basic 
 
15 
 
 sciences freely while at the same time benefiting from the association 
 
 with the applied science departments, which in considerable part they 
 serve. 
 
 2. Engineering 
 
 Adjustments in the engineering school should be made for the purpose 
 of enabling the faculties, particularly the heads of departments, to 
 devote more attention to organizing instruction effectively and to the 
 considei ation of ways and means for extending the activities and influ¬ 
 ence of the engineering school. 
 
 ith this purpose in mind it is suggested that architectural engineer¬ 
 ing be made a separate department and that to this department for the 
 present there be attached the work in mechanical drawing and descrip¬ 
 tive geometry. 
 
 l ^ en recommended, the responsibility for supervising 
 the power plant, the heating plant, the purchase of coal, the electric 
 wiring system, and the construction of water and heating lines should 
 be transferred to a superintendent of buildings and grounds who has 
 sufficient training and experience to carry on all these activities suc- 
 cessfullv. 
 
 » *y 
 
 It is also suggested in the interest of efficiency that there be appointed 
 a superintendent of shops, to have direct charge, under the supervision 
 of the department of mechanical engineering, of the forge work, the 
 foundry, the wood shoji and the machine shop. Also as soon as the 
 vegetable oil work is begun there should be a superintendent, under the 
 supervision of the same department, who is capable of directing the 
 w'ork. 
 
 In order to prevent unnecessary and wasteful duplication of instruc¬ 
 tion in certain engineering subjects in more than one department, it is 
 suggested that arrangements be made to transfer instruction in strength 
 of materials and hydraulics to the civil engineering department; 
 mechanical drawing and descriptive geometry to the new department of 
 architectural engineering; and mechanics to the physics department. 
 
 Finally, the engineering experiment station, which was organized a 
 short time ago, should be given a definite appropriation. FTorth Caro¬ 
 lina has recently become a great industrial State. Its future progress 
 along these lines depends not only on the organization of industry under 
 trained men, but also on the new and more economical processes of pro¬ 
 duction and distribution which are introduced from time to time. In 
 order to accomplish these purposes most satisfactorily it is necessary 
 that the engineering division of the college address itself continually 
 to a variety-of research jtroblems the solution of which is of consequence 
 to the State. A number of experiments in road-building materials, for 
 example, and other research problems which the officials of the State 
 government need to have solved from time to time could be done eco¬ 
 nomically and acceptably under the supervision of the engineering 
 
16 
 
 experiment station. This is another very important channel through 
 which the college can more effectively serve the State and extend and 
 deepen its influence with the people. 
 
 OTHER OBSERVATIONS 
 
 The number of credit and class hours required of students at the 
 college is entirely too large. There is every indication that courses have 
 been inserted in the curricula to meet the demands of particular depart¬ 
 ments and with too little thought of a well-balanced program. Such a 
 condition is the natural result of lack of direction and co-ordination 
 from some responsible head within the division or school. It is believed 
 that the appointment of responsible persons as deans of the several 
 schools will afford a means of revising the several curricula with the 
 object of reducing the number of semester hours required for gradua¬ 
 tion. Such a change will enable the institution to conform more closely 
 to the present practice of other technological schools and give the stu¬ 
 dents more of an opportunity to use the library and prepare for their 
 work. 
 
 The teaching hours of the faculty, particularly the heads of depart¬ 
 ments, are in a number of instances too large. When it is recalled that 
 a number of these department heads have also been carrying consider¬ 
 able administrative duties not related to the work of their departments, 
 wholly inadequate time remains for developing the work of the depart¬ 
 ment and the school. Reduction in the number of teaching hours for 
 heads of departments is one of several suggestions which have been 
 made in order to give more opportunity to consider questions relating 
 to the development of the department and the school. 
 
 It is not improbable that the teaching hours for all ranks of the 
 faculty could be somewhat reduced if a thorough examination of the 
 number of small classes were made. The registrar reports 46 classes 
 enrolling from one to five students; 60 classes enrolling six to ten stu¬ 
 dents; 161 enrolling eleven to twenty students; 105 classes enrolling 
 twenty-one to thirty students; 9 classes with thirty-one to forty stu¬ 
 dents; 4 classes enrolling forty-one to fifty students; and one class 
 enrolling over sixty students. The proportion of small classes appears 
 to be high, and it seems probable that by the exercise of greater care 
 the number could be considerably reduced, with a consequent reduction 
 in the number of teaching hours. 
 
 The salaries of the several faculty grades deserve serious considera¬ 
 tion. Information on hand at the Bureau of Education shows that the 
 salaries of professors and associate professors at the college are no 
 higher than the median average salaries for those grades at other State 
 universities and colleges, including a large number of small institu¬ 
 tions. The salaries of assistant professors and instructors are $500 and 
 $200 below, respectively. Of even greater importance, however, is the 
 fact that the maximum salaries for all the grades do not compare favor- 
 
17 
 
 / 
 
 ably with those at other State institutions. For example, more than 
 one-half of the State universities and colleges have higher maximum 
 salaries for full professors; 46 out of 59 have higher maximum salaries 
 for associate professors; 62 out of 69 have higher maximum salaries 
 for assistant professors and 62 out of 67 have higher maximum salaries 
 for instructors. 
 
 This suggestion presupposes the likelihood that not all salaries for 
 full professors would be the same, as is practically true at present. As 
 the institution grows it will be compelled to recognize differences in the 
 ability and usefulness of faculty members. The same observation 
 applies to the deans of the several schools. There is no reason to 
 assume that the ability and usefulness of all of the deans will be equal. 
 For this reason it is highly desirable that the president and the board 
 of trustees should feel free to employ outstanding men in certain fields, 
 paying a sufficient salary to retain them, although the same thing may 
 not prove possible or even desirable in other fields. The conclusion of 
 the whole matter is that in outlining plans to promote the work of the 
 college vigorously, men of leadership are essential, and they cannot be 
 secured in colleges any more than other lines of work except for ade¬ 
 quate compensation. It is believed that with the present rate of salaries 
 it will be impossible to attract and retain men of the calibre that ought 
 to be employed by the college. It is suggested, therefore, that if possible 
 the maximum salaries for the several faculty grades be increased. Such 
 an action would not require a general increase in salaries. In fact con¬ 
 siderable care should be exercised in promoting faculty members to the 
 higher salaries, and the administration of the college should not hesi¬ 
 tate to employ outside men if thereby the efficiency of the institution 
 can be increased. Inbreeding of the faculty is a danger against which 
 every higher institution has to be on its guard continually. 
 
 In this connection it seems pertinent to point out that just as the 
 quality and ability of the executives determine in large part the degree 
 to which the college will lay hold on the State, so does the quality of 
 the rank and file of the faculty determine in large part the degree to 
 which the college fulfills its mission in teaching students successfully. 
 It is very desirable, therefore, that the quality of the teaching personnel 
 should always be maintained on a high level. To the casual educational 
 observer it appears that the faculty of the college is composed somewhat 
 too largely of instructors, many of whom have themselves not been out 
 of college long. Particularly does it seem as if a somewhat larger pro¬ 
 portion of the faculty should be made up of persons who have had a 
 training as extensive and intensive as that required for the Ph.I). 
 degree. 
 
 Finally, it should be realized that a college education does not consist 
 entirely in preparation for some definite vocational or professional pur¬ 
 suit. Students need to know that they have certain definite citizenship 
 
functions to perform and that they should have the ability and inclina¬ 
 tion to appreciate esthetic and cultural values which, after all, are the 
 climax of a well-rounded education. The demand for intelligent leaders 
 of public opinion to help solve ever-increasing complex, economic and 
 social problems is just as definite and as important as the demand for 
 specialized and technical training. The comfort and happiness of the 
 whole people depend not only on their increasing ability to satisfy their 
 material wants but upon their ability to enjoy good music, literature 
 and art and other uplifting influences. Therefore, no matter how re¬ 
 stricted nor how specialized may he the fields of educational service 
 which an institution performs, there is an equal obligation to train stu¬ 
 dents for citizenship and for a fuller life. 
 
 The college is to be congratulated that it has a course in citizenship 
 training. The ideal of this course should be to combine in a single 
 unit all such training in the general social sciences as is taken by 
 students in the several curricula. It w'ould appear that this course 
 should he a three-liour course for at least a year. Similar unified pro¬ 
 vision should be made for the work of cultural nature primarily. How¬ 
 ever, it should be recalled that much important work of this nature can 
 also he done outside the classroom, and the recent decision of the trus¬ 
 tees to set aside a small sum of money for lectures and concerts is to he 
 commended highly. 
 
 CONCLUSIONS 
 
 The present report has been written around a few major considera¬ 
 tions, which can he summarized as follows: 
 
 (1) The college should exert every possible effort to unite the exten¬ 
 sion work in agriculture and the agricultural experiment station under 
 its sole administration. Every possible argument of State economy as 
 well as efficiency in service leads to this conclusion. Until this action 
 is consummated it will he extremely difficult, if not impossible, for the 
 college to extend its influence throughout the State or to gain that grip 
 on the affections of the people which it deserves. 
 
 (2) The college should establish an administrative system which will 
 insure careful and speedy attention to administrative details and at the 
 same time afford the president, the deans, and the heads of departments 
 more time for the consideration of problems and policies relating to the 
 development of the institution. The college is going to make its appeal 
 to the people of the State or fail to make it by the quality of educa¬ 
 tional service it renders and the degree to which it seems to be meeting 
 the demands of the State. For this purpose educational leadership at 
 the college is not only desirable, it is absolutely essential to the full 
 development of the institution. So far as possible, therefore, the college 
 should place strong men in the executive positions and, after doing so, 
 give them ample opportunity to develop the work of the institution. 
 
19 
 
 (3) The college should select several major objectives in addition to 
 agriculture and engineering which it will promote with something like 
 the same zeal that it promotes these two fields. So long as the institu¬ 
 tion is known for only one or two major activities it will suffer a cer¬ 
 tain lack of popular appreciation. If possible it should develop a 
 varied clientele which touches the largest possible number of activities— 
 always keeping in mind, of course, the fields of higher education which 
 properly belong to the university. It is believed that the field of engi¬ 
 neering and agricultural administration is such a field. Textile engi¬ 
 neering and manufactures is another. Perhaps the vegetable oil mill, 
 ceramics, and furniture making are lines of work that may ultimatelv 
 lead into extensive industrial courses. It would seem as if the whole 
 field of chemistry could be more extensively developed. The beginning 
 which has been made in agricultural and industrial journalism could 
 probably be developed more extensively. The teacher-training work 
 should be emphasized as far as possible in order that closer contact 
 may be cultivated with the secondary schools. The summer school has 
 performed an excellent service and should be developed vigorously. 
 
 In conclusion it should be said that if this report emphasizes the 
 changes and alterations in the administration of the college which seem 
 desirable, and omits practically all reference to the many superior fea¬ 
 tures that have been developed in its relatively short history, the state¬ 
 ment would be correct and it is more or less inherent in the nature of 
 such a study. Certain suggestions and recommendations have been made 
 for the improvement of the administration at the college, but with no 
 thought of disparaging the excellent service which the college has ren¬ 
 dered to the people of the State. It is believed that with adequate sup¬ 
 port and with proper administrative organization and foresight it can 
 go on to new victories greater in extent than lias hitherto seemed 
 possible. 
 
 The possibility of accomplishing these things, however, does not lie 
 primarily in the nature of the administrative organization at the college. 
 It is only the machinery through which it will be accomplished. To 
 the machinery of a college organization must be added power and 
 leadership in executives and faculty. 
 
 For this reason I trust it will be assumed that the reorganization of 
 the administrative system at the college will not be regarded as an end 
 in itself but only as the vehicle through which well-trained, experienced 
 leaders as executives and teachers may more and more adequately and 
 satisfactorily fulfill the obligations of the college to the citizens of the 
 
 State. 
 

 
 
 
 
 
 ■ 
 
 
 
 . 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
SUMMARY OF RECOMMENDATIONS 
 
 1. That at the earliest possible time the board of trustees undertake 
 such negotiations and adopt such measures as may be necessary to secure 
 the complete transfer of all control over the activities of the agricul¬ 
 tural experiment station and the agricultural extension service to the 
 board of trustees at the college, and that thereafter these two services 
 be administered through the college in complete cooperation with the 
 work of resident teaching. The needed changes, both in law and cus¬ 
 tom, should of course be worked out in such a way as to invite the least 
 possible friction and opposition from other agricultural agencies of the 
 State and through plans which will, if possible, invite their cooperation 
 and support. 
 
 2. That the resident teaching work of the college be organized into 
 four main divisions: Agriculture, engineering, general sciences, and 
 social sciences and business administration, with a dean in direct charge 
 of each division. 
 
 3. That the division of agriculture include the departments of (1) 
 animal husbandry including dairying and veterinary science; (2) soils; 
 
 (3) farm crops; (4) poultry science; (5) horticulture including vege¬ 
 table gardening; (6) botany; (7) zoology including entomology; (8) 
 agricultural engineering; and (9) a vice-director of short courses in 
 agriculture. 
 
 That the division of engineering include the departments of (1) civil 
 engineering including highway engineering; (2) mechanical engineer¬ 
 ing including a superintendent in charge of the forge room, the foundry, 
 the wood shop and the machine shop, and a superintendent of the pro¬ 
 posed vegetable oil mill; (3) electrical engineering; (4) architectural 
 engineering including mechanical drawing and descriptive geometry; 
 
 ’(5) textile engineering and manufacturing; (6) a vice-director of short 
 courses in mechanic arts. 
 
 That the division of general sciences include the departments of 
 (1) chemistry; (2) physics including mechanics; (3) mathematics; 
 
 (4) English; (5) modern languages; (6) physical education. 
 
 That the division of social sciences and business administration in¬ 
 clude the departments of (1) history and political science; (2) eco¬ 
 nomics and business administration; (3) rural economics and sociology; 
 (4) engineering administration; (5) vocational education. 
 
 4. That there be formed an advisory council to the president con¬ 
 sisting of seven persons including the president, the dean of the college, 
 the deans of the four major divisions and one other selected from a list 
 of three persons nominated by the general faculty. This council should 
 consider and advise on such questions of policy at the college and such 
 routine affairs as are referred to it by the president. 
 
22 
 
 5. That the general faculty be expanded so as to include all persons 
 of the rank of assistant professor or above. 
 
 6. That the office of dean of students he abolished and that his duties 
 be performed by the dean of the college. 
 
 7. That the registrar’s office be responsible for the evaluation of all 
 entrance certificates, the keeping of all student records and the minutes 
 of the general faculty, and that the registrar’s duties as overseer of the 
 superintendent of buildings and grounds be terminated. 
 
 S. That there be employed a superintendent of buildings and grounds 
 who has sufficient training and experience to supervise the power plant, 
 the electric lighting system, the heating plant, and the construction of 
 roads and sidewalks. 
 
 9. That the superintendent of buildings and grounds, the dining 
 halls, and the dormitories be placed under the general supervision of 
 the business office. 
 
 10. That the college attempt a larger program of physical education 
 including a physical examination of every student at least once a year. 
 
 11. That the library be built up immediately, with as little duplica¬ 
 tion as possible in departmental libraries. 
 
 12. That the college appoint vice-directors of short courses in agri¬ 
 culture and mechanic arts who have the ability, opportunity, and incli¬ 
 nation to promote this field of work vigorously. 
 
 13. That the college appoint a vice-director of general extension and 
 endeavor to promote this field of work as vigorously as circumstances 
 will permit. 
 
 14. That the engineering experiment station be given a definite appro¬ 
 priation in order that it may make a beginning along these lines. 
 
 15. That the number of semester hours of credit required of students 
 for graduation be reduced. 
 
 16. That the number of teaching hours for members of the faculty, 
 especially those who are required to perform administrative work, be 
 reduced. 
 
 17. That the college increase its scale of maximum salaries for the 
 several grades of the faculty, with due care to the promotion of men 
 from within the institution and the selection of others from outside. 
 
 18. That the situation concerning small classes at the college be ex¬ 
 amined carefully with a view to reducing the total number of these 
 classes so far as practicable and possible. 
 
 19. That the president and trustees seek with great care to select 
 leading and vigorous men for the several deanships which have been 
 suggested and for all other executive and administrative positions. 
 
 20. I hat the quality of the teaching force be maintained upon a high 
 level by the appointment of a considerable proportion of persons, with 
 teaching experience and with a training equivalent to that presupposed 
 by the Ph.D. degree. 
 

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 FOR USE ONLY IN 
 
 THE NORTH CAROLINA COLLECTION 
 
 Form No. A-368, Rev. 8/95