In the face of unprecedented disruption and complexity, the higher education sector appears to be largely underprepared for the projected exodus of senior-level administrators due to retirements and briefer tenures in leadership roles. Given that religiously affiliated institutions account for more than one in five colleges and universities in the…

Dutch university faculty and administrator participation in a complex organizational and management development system is described, and the use of management courses for administrator training is discussed with reference to three possible training program models. (MSE)

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…

The Duke University (North Carolina) experience using adventure-based or wilderness learning programs for staff development is discussed, focusing on the program rationale, planning, common responses of participants and nonparticipants, and outcomes. Quotations from program assessments are included. A brief list of relevant industry resources is…

The deficient preparation of Australian college faculty for participation in college administration is contrasted with evidence of increased administrator participation in professional development activities. The use of films to trigger opportunities for administrative development in peer group situations is discussed and evaluated by…

Management development in higher education, particularly improvements in the capacity of institutions to generate viable future plans and to manage scarce resources, has become an increasingly important agenda item to administrators and policy-makers during the past decade. This book attempts to develop frameworks for improving management and…

Distinctions between different forms of academic knowledge are outlined and the differential needs for organizational development and management training across fields are examined. Implications for policy concerning more sophisticated training programs for department-level academic leadership are discussed. (MSE)

The applicability of a general management development model to Australian higher education is examined in the contexts of a university, a multicampus college, and a large urban institute of technology. The model identifies a dynamic relationship between an institution's structural characteristics and its management needs. (MSE)

This article reviews the basic principles of Total Quality Management (TQM) and how they can be applied to the administration of community colleges. TQM is a customer (student)-focused, continuous-improvement, quality-oriented way of thinking about all aspects of operating an organization that is shared and practiced by all employees (faculty and…

Each of the Total Quality Management principles used in industry can be appropriately and usefully applied in a college or university, with some change in vocabulary and emphases. Institutions will find the method helpful in competition for students, controlling costs, and answering demands for accountability. (MSE)

It is argued that, despite the special character of higher education and its institutions, the principles of the Total Quality Management approach (continuous improvement, consistent quality, staff/student participation, meeting customer needs, coordination, management procedures that detect poor quality and encourage good quality) can contribute…

The role of community colleges in relation to postgraduate studies for their presidents, faculty, administrators, staff, and board members is discussed. Community colleges are experiencing lowered personnel turnover and will face a time when in-service development will become a vital means of carrying out their missions. (Author/BH)

This paper describes some lessons learned from the first 2 years of Total Quality Management (TQM) implementation at the Coast Guard Academy (New London, Connecticut). Key issues for TQM adoption at the Academy included leadership, training, organization, total involvement, and measurement. It was found that top management must define the…

During the 1982-83 school year, a quality/performance circles system model was implemented at Lakeshore Technical Institute (LTI) to promote greater participation by staff in decision making and problem solving. All management staff at the college (N=45) were invited to participate in the process, and 39 volunteered. Non-management staff (N=240)…