Analyzes five functions of the Academic Vice President. (Editor)

Suggests reasons for attending conferences of academic administrators. (PG)

Reveals some surprising accommodations to the absence of a president for an entire academic year. (Editor)

The psychological barriers that hamper women in academe and the role that top administrators play in reinforcing these barriers are discussed. (Editor/PG)

By examining the derivation of the title 'dean,' one may discern why the dean has such a wide range of responsibilities. (Editor/PG)

Selection of new chairmen is organized into 5 steps. Chairmen are evaluated according to procedures outlined by the academic vice-president. The guidelines presented are adapted for the use of the school of arts and science and can be augmented by an analysis of the chairmen's perceptions of his position. (Editor/PG)

Because of the governance structure of universities--which relies on self-protective faculty senates and external, governmental influence--decision making in institutional administration can become an escalating series of major compromises that frequently prevent any final decision. Some possible alternatives are suggested. (MSE)

Administrators who are gifted in dealing with problems arising from growth may not have the personality or skills to handle problems of retrenchment. This article considers the kind of personality and resume that a board of trustees should look for in choosing an administrator to lead an institution through the current and anticipated educational…

Loyola College President discusses criteria for selection of trustees suggesting each be chosen for his aid in one of three functions: fund raising, institutional management, or development of institutional purpose. (JT)

The principles used by college presidents in enhancing their institutions' images are outlined and illustrated in profiles of the presidents' roles at the University of South Carolina, Trinity University, Tuskegee University, and the Community College of Philadelphia. (MSE)

Much is required of college presidents, but there are two traits a president must require of himself: optimism in the face of adversity and a highly refined moral consciousness in the face of immoral or amoral surroundings. (MSE)

In order to help trustees fulfill leadership responsibilities, presidents should help them explore three areas of knowledge (the college, trends in higher education, and trends in society), identify and explore their specific governance responsibilities and behaviors, and guide them in balancing cost effectiveness, quality, and humanism. (MSE)

The article identifies three commonalities between the dean and department chair (e.g., both must create and reinforce an appropriate organizational identity) and offers five strategies for collaboration related to the areas of professional development, communication, motivation, budget, and evaluation. (MLW)