In this article, the author argues that American higher education is allowing itself to be held hostage by the rankings industry, which can lead institutions to consider actions harmful to the public interest and encourage the public's infatuation with celebrity at the expense of substance. Instead of sitting quietly by during the upcoming ratings…

President Richard M. Cyert of Carnegie Mellon University set establishing national visibility as a university-wide goal six years ago. The public relations office developed a hard-driving program centered on national media coverage. This program is described. (MLW)

A school fund-raising drive for a young cancer victim at Twality Junior High School in Tigard, Oregon, became a legal hassle with the involvement of a professional fund-raising organization being investigated for mishandling funds. Advises making a thorough background check before letting anyone take custody of funds raised through the school.…

Research on voluntary college mergers led to development of a model predicting the probability of a merger with 80-100 percent accuracy. The model was based on fundamental governing board concerns about mission, risk, and reputation. Results reveal the merger negotiation process is dynamic and reveals characteristics of successful approaches. (MSE)

Two representatives of popular magazines that publish controversial rankings of colleges and universities respond to criticism of the rankings. Issues addressed include the need for third-party comparisons, the importance of institutional reputation, cooperation with the higher education community, changing methodology, data integrity, reader…

Pepperdine University's (California) 1980s fund-raising campaign was designed to raise overall institutional visibility, establish an image of quality education, improve institutional image in the business community, increase fund-raising momentum, and raise significant money for immediate capital needs. Theme, staffing, and advertising were key…

Bloomfield's declaration of financial exigency, Chapter XI bankruptcy reorganization, and shift to a primary emphasis on recruiting nontraditional students enabled it to survive and emerge from its status as an invisible institution. (MSE)

The University of Redlands responded successfully to financial and administrative crisis by tapping institutional and community pride in the institution's stature, affirming a dual commitment to liberal education and career training, developing a new governance system, and reorganizing financial and program priorities. (MSE)

In a university's time of crisis, reporters will often attempt to catch the president and board members in conflicting responses in order to develop a "gotcha" news story. It is important for leaders not to take the bait. In times of crisis, board members and institutional leaders must not only control the message and flow of…