I am an example of a transformed higher education administrator. In this essay, I describe how my journey to an education doctorate impacts my work as a scholar-practitioner in higher education. The CANDEL program challenged what I thought I understood about the status quo in higher education with respect to race, socioeconomic impacts,…

Argues that theories of management and administration should be put into practice in the same academic institutions in which they were born, as they have the same applicability for college administrators as corporate managers. (DMM)

Underscores the importance of the creative use of human resources for community colleges in times of fiscal constraint. Lists principles for and stages of management and faculty development programs. Cites examples of creative responses to budget cuts. Discusses the cyclic nature of lifelong learning. (DML)

Discusses management practices indigenous to many tribal communities, the durability of tribal cultures, the coexistence of family-based values/practices with non-Indian organizational forms, and management challenges facing tribal communities. Addresses tribal college management with respect to cultural values and control, pacing, and structure.…

Professional development programs provide useful learning experiences to administrators who think strategically about the value of the programs to themselves and to their institutions of higher education. Few supervisors encourage participation, so individuals must survey the opportunities and find those that match their needs for current and…

Administrators expert in their own areas often have little opportunity to reflect the totality of the academic enterprise. Career mobility, collaboration, personal and professional development of faculty and staff, career opportunities, and career development especially for women and minorities are discussed. (MLW)

Explores assumptions about the nature of leadership, change, and the future with a view toward identifying realistic organizational activities that community college leaders can undertake. Concludes by outlining some anticipatory strategies that can be used to develop leaders at both the local and national levels. (DMM)

Leadership and leadership development in academe pose a double-edged problem: the ambiguity of the educational enterprise makes that enterprise hard to manage, and the negative attitudes of educators towards the notion of managing education compound this basic problem. (MLW)

Management and staff resistance to computer use often comes from anxiety over ignorance of computers and fear of replacement by machines. Such resistance can be overcome with practice, persistence, and an element of humility. (MSE)

Mentoring is seen as one way by which a leader or leadership group can assure continuity and pass on to the next generation a particular brand of leadership for the university. Formalizing the mentor process by establishing mentor programs to aid the identification and development of promising administrators is discussed. (MLW)

Discusses practical and theoretical reasons to support work force diversity; ways that leadership diversity strengthens an organization; progress toward leadership diversification in higher education and the private sector; stages of the leadership diversity cycle; and leadership diversification efforts at Metropolitan Community College in…

Discusses the "think tank" programs of the New England Resource Center for Higher Education that enable college administrators to become more reflective about their practice and to conduct research that is rooted in practice. The think tanks are day-long seminars for chief student affairs officers, chief academic officers, associate academic…

It is suggested that college administrators' actions do not necessarily need to follow from what they say. Assumptions of rigidity of organizations, heterogeneity of managers, clarity of objectives, and instrumentality of action are viewed as inconsistent with experience and tending to lead theorists astray. Modifications in assumptions of…

Considers leadership development and research as two ways of improving institutional decision making. Proposes an agenda for future development to strengthen the financial management of the nation's community, technical, and junior colleges. (AYC)

It is proposed that failures in institutional planning are linked to institutional time perspective, that altering the time perspective of faculty and staff can promote more effective planning, and that competence in assessing and changing an institution's time perspective can be developed by administrators. (MSE)