Graduate programs in higher education administration and leadership have sought to equip students with the knowledge, skills, and competencies for higher education leadership; that is, to prepare globally minded leaders who can navigate the internal and external demands of, and for, higher education. With the use of the Lattuca and Stark model of…

Evaluative statements from alumni have legitimacy with both internal and external stakeholders. Thus, alumni studies can provide valuable evidence of institutional effectiveness and lend themselves to both locally designed and commercial survey instruments for data collection. Under ideal conditions, the results of alumni studies equip faculty and…

Three models for college and university decision-making about scarce resources are outlined: (1) shared governance, (2) corporate management, and (3) total quality management. Two underlying principles of all the models are, first, that faculty are the heart of the institution and, second, that successful institutions are governed through the…

Despite their apparent popularity among those seeking degrees and credentials, today's colleges and universities face several interrelated public criticisms and concerns. When these competing concerns about student success, productivity, cost, and educational effectiveness all collide at the campus level, they create an array of campus tensions…

Explores the appropriateness of team models and concepts to the academic side of higher education through a case study investigation of the collective functions and processes of a department of business administration in a large public university. Findings are compared to two conceptual models of teams: self-managing teams from industry and…

College and university information is poorly developed for the purpose of making strategic choices and management guidance. A strategic triangle, with critical success factors at each vertex, can help model appropriate information. (Author/MLW)

Procedures permit grouping departments on variables that provide an equitable basis for departmental funding. The series of steps is outlined whereby the financial significance of various process and role variables can be determined. (Editor/LBH)

The effective communication of desired information between the generator and the user requires one to accommodate variances in decision-making style, behavior, and context. The premise that decision making in organizations follows the classic rational model is discussed. (Author/MLW)

Two general models for bringing about change--the structural model and the people model--are described. Team leadership and team building are seen as people-oriented approaches to change that also affect the structure of an organization. Both targets of change--people and structures--should be approached in tandem. (MLW)

Efforts of the University of Massachusetts at Amherst illustrate the use of cost information in decision-making. The Instructional Cost Index can be used to determine the unit costs of instruction and, combined with information from an induced course load matrix system, can provide data on the costs of programs. (LBH)

Institutional research that examines the influence of organizational and administrative factors on student learning may be critical in improving educational performance. The role that institutional researchers might play in reducing semantic confusion and enhancing understanding of how colleges and universities improve student learning is…

Understanding the link between futures research and strategic planning is crucial to effective long-range planning and administration. Current trends and the latest developments in the methodology of futures research are discussed. (MLW)

The planning process at Christopher Newport College in Virginia is described. The college has utilized an integrated planning system that incorporates qualitative and quantitative elements into a process that can adapt to the institution's unique social and political situation. (Author/SF)

Colleges and universities, it is suggested, can enhance their effectiveness by adopting a systems approach to organizing, planning, decision-making, and evaluating. A decentralized, participative model that emphasizes systematic planning and management by objectives is presented. (Author/MLW)

In the context of decision support systems (DSS) use, four perspectives on evaluating decisions (consensual, political, empirical, and rational) and four models of organizational effectiveness (human relations, open system, internal process, and rational goal) are examined for their implications for DSS implementation and evaluation. (MSE)