The assumptions and the expectations of the budgeting systems in higher education are presented in an attempt to clarify the magnitude of the task of setting up a budgetary methodology. The assumptions of effective budgeting should be identical to the purposes of the institutions that are served. Developing a system around the acquisition,…

The financial crunch hit the University of Minnesota after the 1971 legislative session, which appropriated for the 1971-72 and 1972-73 fiscal years and began an attempt at a new kind of budget planning process. It was a unique process in the institutional review of programs and in the setting of priorities for future growth and direction. There…

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)