This paper compares and critiques two budgeting models used at public universities: Central Administrative Management (CAM), and Resource Centered Management (RCM). These approaches represent alternative resource allocation methods: under CAM budgets are assigned centrally based primarily on allocation history, while RCM relies on decentralized…

Academic governance and leadership are two inter-related concepts that set the tone and direction for the development of higher education at the system as well as institutional levels. This article examines the academic governance and leadership in Malaysian higher education by focusing on two national higher education strategic initiatives: the…

This report by the Special Committee on Governance, Academic Free­dom, and Institutional Racism in the University of North Carolina (UNC) system considers the influence of the gerrymandered North Carolina state legislature on the systemwide board of governors and campus boards of trustees and how political pressure has obstructed meaningful…

Most public universities in the United States are formed into systems, containing more than one university or campus. There are clear rationales for these systems, including overall planning and coordination, budgeting efficiency, and effectiveness of dealings with the state government. The distribution of internal governance functions between the…

In contrast with that basic understanding of university autonomy, in most continental European countries, such as France, and also in Japan, the government has tightly controlled universities, in terms of both their organization and activities. In these countries, the concept of "governance" is often lacking, as institutions were not…

The European strategy of institutional self-regulation is a step back from the centralized control accompanying higher education's recent growth, requiring a new management approach, perhaps in strategic planning. Viewed through organizational theory, self-regulation combines two fundamentally different concepts, and a "new autonomy"…

College advancement services can take the burden of many financial and analytical functions off the shoulders of development officers. Centralizing development-related financial functions can streamline clerical tasks and improve efficiency, consistency, continuity, accessibility of expertise, and capacity. Proficiency in a wide range of financial…

A centralized records database for advancement services saves time, money, and confusion. The centralized advancement services model works best when fundraisers and technical supporters work together in planning and setting strategy as well as on specific requests, concentrating on the same priorities. (MSE)

Thirteen trends in university computer system development are identified, system user requirements are analyzed, critical system qualities are outlined, and three options for organizing a computer system are presented. The three systems include a centralized network, local network, and federation of local networks. (MSE)

Both centralized and decentralized college or university development programs have advantages, depending on the nature and needs of the institution. Changing program structure may have consequences that reach far beyond fund-raising details. A survey of 10 institutions revealed some common characteristics and many hybrid forms of organization.…

Advancement services, the group of functions that support fundraising and alumni relations, has evolved to include donor relations and stewardship, data processing analysis and programing, budget development and analysis, and event management. Centralizing these services under a single manager can lead to greater productivity. (MSE)

Concerns arising from the substantial changes in Australian higher education in recent years are discussed, including system centralization, elimination of the binary system, institutional stability, underfunding, and system size. A new fee-based funding system is proposed as a means of raising revenue, improving quality, promoting efficiency, and…

The report describes the functions of multicampus systems of higher education in the United States, considers their growing importance, identifies common concerns, and presents ideas for addressing those concerns. It is based on interviews conducted during 1991 and 1992 with administrators, faculty, trustees, and other experienced professionals,…

College and university fund-raising programs that combine some characteristics of centralization and some of decentralization can be very successful and also pose unique administrative challenges, as illustrated in the experiences of a number of diverse institutions. Collaboration and clear communication are keys to effective administration. (MSE)

Common variables that can be isolated to explain mergers of academic units within universities were investigated, along with variables associated with the potential and actual benefits of the mergers as perceived by faculty and administrators. Central tendencies were used to compute the similarities and differences in the external and internal…