This book contains vital information on the historical, philosophical, and legal foundations for shared governance, and it makes the link between fundamentals of law and policy as related to professional practice in student affairs. Practical insights and suggestions for student affairs are offered for practitioners at all levels to ensure…

The participative model of institutional budgeting is compared briefly with two other common models, and its rationale is discussed. An explanation of nine basic principles of participative budgeting uses examples from a variety of colleges and universities, and concludes with the author's reflections on the approach, based on his experience. (MSE)

At a time when collaborative leadership is much heralded in American institutional life as the antidote to discontent with power structures, colleges and universities have illustrated that shared governance is not inherently collaborative. The sense of common cause on campus should come from a shared knowledge base, concern with external…

Reviews ERIC literature on the development of participatory governance structures in community colleges that secure the participation of students, faculty, staff, and other campus constituencies and the growth of state authority at the expense of local autonomy. (DMM)

Management drive in both higher education and industry is to offer participation to employees but use such participation to increase management control through identifying weak links in a deliberately stressed work situation. Attacks on faculty unions or senates are all part of management's offensive against any control by labor, and also on…

This report, part of a project called "Redesigning Higher Education", argues that a set of fundamental changes underlies the growing number of critical difficulties faced by higher education in the United States. It finds the governance structures of American higher education inadequate to deal with a changing and increasingly cost-conscious…

The Yosemite Community College District's comprehensive planning process involves a year-round cycle of activities. The cycle begins in September after the budget for the current year has been approved, the prior year's activity has been closed out, and the primary planning document, "The Atlas," has been completed. The district…

An analysis is presented of the organization and administration of public and private two-year colleges in the United States. Section I highlights the changes that took place within community colleges in the 1970's in budgeting, the expansion of collective bargaining, and the pressure to provide increased opportunities to minority students.…

It is recommended that institutions think carefully about their use of committees, examining the need, type, functions, size, membership, technical and clerical assistance, chairperson, powers, meetings, intercommittee relationships, minutes and reports, followup action, costs, and method for dissolution. A checklist of committee formation…

College administrators have an obligation to educate faculty and staff as consumers of retirement plan services. Employers can face liability if they limit plan participation to overly restrictive investment alternatives. A task force representing employees should be appointed to make vendor selections. (MSE)

Three major factors contribute to the success of a college campus master plan: (1) engaging in strategic planning for the future; (2) involving user groups within each administrative unit and academic department to work with the architect/master-planner; and (3) hiring a planner who understands how colleges and universities work. (MSE)

A survey of 1,191 university presidents, provosts, and faculty investigated the degree to which governance is shared in the institutions and the respondents' attitudes about nine aspects of shared governance. Results indicated that perceptions of the level of shared governance were correlated with participant attitudes about the quality of the…

Faculty participation in college or university decision making is accepted as intrinsically good and as having positive effects on institutional functioning, but it is reflected in varying degrees in actual practice. The rationale for faculty participation is related to increased employee satisfaction and performance; faculty also tend to afford…

The "Seven S" framework developed by Pascale and Athos can be adapted to encompass both the technical and philosophical dimensions of organizational problem solving. For a community college, the seven elements of the model would be: (1) Superordinate goals--the significant meanings and guiding concepts that make up the philosophy of a…

In 1981, at the suggestion of the college president, Metro Community College (MCC) instituted a College Advisory System (CAS) to replace its cumbersome structure of 17 standing committees and numerous ad hoc committees. CAS is a voluntary, action-oriented, entirely open system, allowing for input from all sectors of the college community. It is…