Now, more than ever, the baby-boomer administrators are retiring in massive waves. Some researchers have predicted as high as 75% turnover by 2011 for education alone. For many years, not much attention has been placed upon succession planning or developing new leaders in some colleges; others have tended to create stockpiles of leadership…

This reference book on accredited institutions of higher education in the United States provides profiles of over 3,700 colleges and universities. An introduction presents criteria for inclusion, data collection facts, definitions, and essays on higher education trends and the challenges facing higher education. Profiles (arranged alphabetically…

A study that refutes myths about the "right" characteristics of fund raisers is discussed. Characteristics under study included: educational factors, social factors, general factors, and administrative factors. (MLW)

This guide is intended to assist members of governing bodies of universities and colleges of higher education in England, Wales, and Northern Ireland in the performance of their duties. The guide is divided into two parts. Part 1 is concerned with the role of the governing body. It outlines the legal status of institutions and their structures of…

Competence as administrators and managers is judged in part by the quality of their writing. Twelve suggestions for improving writing are provided. A bibliography on reference books for the process of writing and a test to assess writing skills are provided. (MLW)

The majority of college administrators make their careers in one institution. This calls for conscious planning, ongoing attention to multiple dimensions of the college environment, and awareness of the ways one is perceived by others in the institution. These skills and strategies differ from those typical in an interinstitutional career.…

Twenty-four former executives contributed data as well as advice for those contemplating a move from university administrative to faculty positions. Conclusions emphasize the success of persons making this transition. (Author/MLW)

Quick phrases often hold deep meanings. Thirteen chief academic officers and deans were asked, "If you had several items of advice for new colleagues, what would they be?" (Author/MLW)

A discussion of stress and college administrators looks at two types of stress (eustress and distress), stress and the autonomic nervous system, the need for regular exercise as well as stress reduction activities, the influence of personality on stress, the sources and stages of burnout, and stress management for administrators. (MSE)

Colleges need to plan for growing stress among faculty and administrators. There are a number of misunderstandings about stress, its several major causes, and the variety of symptoms. Campus leaders can learn techniques to cope with pressures and organize to reduce stress. Wellness programs hold promise and are increasingly popular on campuses.…

An attempt is made to demythologize certain aspects of academic administration that even knowledgeable and experienced academic administrators often ignore at the peril of effective leadership. Eight essays are presented which question these myths associated with upper level administration in universities. These myths tell us that administrators…

University administrators must realize that past management styles they used to acquire their positions of campus power often become the future incarnations of their failure as administrators. The conundrum of power is that the less power a leader grants to people, the less powerful the leader becomes in the eyes of the people. Individuals have a…

The president of CASE explains the 12 characteristics of a competent presidential assistant including: an other-person centered orientation toward life, identity with people individually, identity with humanity, efficient and accepting view of reality, deep interpersonal relations with others. (MLW)

The purpose of this guide is to articulate a set of questions and issues that campus leaders can review when deciding whether to participate in a given survey or use a specific assessment instrument. The guide also describes some of the major national surveys and assessments. Although the guide does not rate or recommend these services, it…

University public relations (PR) officers discuss how they have built strong relationships with their campus chief executive officers (CEOs). Successful PR officials need to find out what the CEO wants, be honest, build credibility, be accessible, prove their loyalty, keep the CEO informed, gain breadth and depth of understanding, present…