This article presents an interview with Wes Taylor, the 2011 MetLife/NASSP National High School Principal of the Year. In this interview, Taylor shares credit with the teachers and staff members at Lowndes High School in Valdosta, Georgia, for the school's systemic and long-lasting improvement in instruction and climate. He mentions that the…

The case of a fictitious small, private college illustrates how such colleges may require planning strategies differing from those used by other institutions. Such "enlightened brinkmanship" requires exceptional intuitive and market-oriented skills among campus leaders and faculty and a well-run organization. (MSE)

This article suggests principles that are fundamental to efficient organizational change and attainment of a shared vision of the institution. The principles were developed during analysis of organizational culture at a public state university. Twelve principles addressing imperatives for change and eight principles underlying the attainment of…

An approach to college budgeting that encompasses strategic as well as operational decisions is proposed. Strategic decisions focus on creation and maintenance of institutional capacity, whereas operational decisions focus on use of that capacity to accomplish specific purposes. Strategic budgeting must emphasize institutional assets and their…

Discussion of college planning compares planning as a cultural/social process and as a rational tool for identifying and achieving institutional goals. Factors to be considered in planning as a cultural process are examined. It is concluded that leaders should examine both substantive and cultural effects of change. (MSE)

Examines administrative processes in higher education institutions, focusing on the different core processes within an institution and the creation of structures to make them more efficient and productive. Proposes a framework of four process-related activities benchmarking, identifying best practices, redesign, and organization alignment to…

Change and continuity in university administration is discussed in the British university context. It is argued that while there is no ideal form of university management, change should be accompanied by a degree of continuity, particularly because the nature of university activity relies heavily on individuals of high academic quality functioning…

Total Quality Management (TQM) is a process of continuous improvement where decisions are based on data. TQM works for those organizations that are prepared to make it work for them. Discusses seven common mistakes that many organizations make when implementing TQM. (MLF)

The most critical challenge for higher education institutions in the near future will be to develop capacity for change, remove constraints to rapid response, remove unnecessary processes and administrative structures, question existing premises and arrangements, and challenge, excite, and empower all members of the academic community. (MSE)

An early proponent of university development of community outreach partnership centers (COPCs) outlines his philosophy and encourages institutions to establish and nurture such programs, both for the public good and to promote positive change within the university. (MSE)

Service learning is positioned at the intersection of two major concerns of education: the balance between active and traditional learning and the axis of public and private sectors. As such, it can be used to address a variety of educational issues, including instructional strategy, undergraduate research, diversity, civic and social…

What does it look like when a school uses data wisely? "Data Wise in Action", a new companion and sequel to the bestselling "Data Wise", tells the stories of eight very different schools following the Data Wise process of using assessment results to improve teaching and learning. "Data Wise in Action" highlights the…

The process used to engineer and manage major organizational change at the Virginia Polytechnic Institute and State University is described. Issues include defining change, gaining support, organizing to facilitate change, staff development, establishing project strategies, and measuring success. The role of the institution's information…

A practical view is offered to leaders, managers, and teams of how to think about their companies and reinvent them without losing the value and knowledge embedded in their current organization. Organizations can break through challenges and recognize entirely new business opportunities through the creation of interlocking, boundary-crossing…

The lessons from the corporate experience of the 1980s, carefully applied, can strengthen the university in support of its mission. Those experiences, sifted and shaped for higher education, can help with the difficult tasks of downsizing, rightsizing, restructuring, streamlining, and decentralizing that confront the university in the 1990s. (MSE)