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He is the author of three books as well as many articles addressing leadership, budgeting, public policy and public administration.
Harris received his Ph.D. in public policy from Indiana University, his master's degree from Tel-Aviv University and his undergraduate degree in economics and business administration from Israel's Bar-Ilan University. He and his wife, Tali, have three boys ages 16, 18 and 23.
From his office in the Timme Center for Student Services, Harris Taliked about growing up on a cooperative, what brought him to Ferris and his thoughts about the University's future.
Crimson & Gold: Can you tell us a little bit about your background?
Michael Harris: I was born in South Africa. When I was six my parents moved to Israel, to Moshav Shitufi. When I was 18, I joined the military and served three years. I became an officer, so I signed up for extra duty. Then I returned to Moshav Shitufi. I took my undergraduate degree and worked as chief economist for a fund of kibbutzim and moshavim, so I lived off the cooperative, then went back again while getting my master's degree.
C&G: How did that kind of upbringing affect your various life choices?
MH: I grew up in a communal way of life. Everyone got the same pay no matter what you did. The concept was you gave as much as you could and received as much as you needed. Any profit that was made went back into the community. In that way of life you can't boss anyone around or entice people with financial incentives. You have to lead by having people want to follow you. It influenced my views on justice, democracy and getting along with people.
C&G: What motivated you to leave Israel and begin a new career?
MH: I never really 'left' Israel. On the kibbutz Tali, my wife, was an RN and I was a vice president for business, marketing and finance. We had three kids. The kibbutz did a lot of export, and I traveled all over Europe and the United States. When I finished my master's I missed the academic environment. I kept going back to Tel Aviv University on a regular basis to read, Talik to faculty, and participate in lectures and discussions. People there encouraged me to get my Ph.D. Indiana University offered me a full ride and a very generous stipend, so we left to come here, get the Ph.D., and then go back. In fact, when we were done, Tel Aviv University offered me a job in its graduate program in public policy. But by then our kids, who at first didn't know one word of English, were fluent. Tali said, "We can't drag the kids back again and start over. Why don't you look for a job here?" So that's how it evolved. Now I'm an American citizen, and we feel very connected here.
C&G: You came here from Eastern Michigan University. How long were you there?
MH: Ten years. I started as faculty in public policy and public administration, got tenure, became an associate professor, and so on. When the department head went on a sabbatical the dean asked me to step in and serve as interim head. That began my administrative career.
C&G: What drew you to Ferris?
MH: There was a long-time provost at Eastern, Ron Collins, who was a mentor of mine. EMU was getting ready for a re-accreditation visit at a time when there had been three associate provosts in very short order. I was director of undergraduate studies when Ron offered me the associate provost position. I had begun my job in July. In February, Ron passed away and I was named interim provost. After I led us through accreditation and a new provost was hired, I went back to my old/new position as associate provost. After four or five good years in that capacity, I started looking very, very selectively for my next challenge.
There were three things here that attracted me. I saw a rich past, which was very important to me. Then when Tali and I visited, we met so many people who impressed us. The third thing was the leadership of the president. I just felt this was a good fit.
C&G: What are Ferris' main challenges in terms of academics?
MH: We have to continue to maintain a relevant curriculum that fits our ongoing mission in other words, changing and adapting based on who we are and building on our strengths. The second priority for me is to pursue our mission based on the president's three pillars upholding Ferris as an engaged university, a learning-centered university and a working-together university. The third priority is to maximize each student's potential. At the end of the day, the ultimate measure of our success is the difference we make in the lives of our students.
Another important challenge for me is to make sure we have first-class faculty and that our faculty continue to be able to access development so they can be their best.
C&G: A couple of years ago we began offering B.A. degrees in some traditional Liberal Arts areas. Do you see Ferris changing from its more traditional goal of 'career-oriented' education?
MH: I think Ferris needs to maintain its career-oriented mission. Offering Liberal Arts degrees doesn't contradict that. They are not mutually exclusive. It's also part of our challenge, as the world and technology are changing, to examine what students will need four years from now to be successful. I think we're moving ahead and looking at a very, very exciting future. These 'different cultures' Liberal Arts, professional, technical blended together is what makes us so unique.
C&G: Over the next couple of years we're going to come into possession of the Federal Building in Grand Rapids, giving us an expanded urban campus. Is that going to be an area of growth for Ferris?
MH: I'm sure it will, just as I'm sure that we'll see growth elsewhere. I'm working with community colleges, such as Mott Community College, Macomb Community College, Northwestern Michigan College. I think Ferris can bring its unique combination of programs to the whole state. So yes, Grand Rapids is an area of interest and growth, but it's part of a broader way we can deliver education: online, in Grand Rapids, at satellite campuses and here in Big Rapids.
C&G: Is the face of the Ferris student changing? Applicants' GPA and ACT scores are increasing, and the Honors program is growing.
MH: We'll continue that trend, but we also will continue to be a school of opportunity. We will strive to enhance the caliber of student we attract, which will allow us to enhance the programs we offer. For those who don't meet the standards, we will work with them to provide opportunities to access what we offer. I certainly believe that's what we're about in higher education attracting quality students and providing opportunity to those who need a little help.
C&G: What would you like to say to the Ferris community that we haven't covered yet?
MH: I enjoy learning about alumni experiences at Ferris what made them successful, what advice they can give us because they're such a part of this place. I hope that they continue to share those experiences with us. I'd like to meet with as many alumni as possible and hear their thoughts about the future of this great school.