The conceptual implications of various alternatives to the classic model of rational decisionmaking are explored, in order to note the radically different roles that information plays in different kinds of organizational settings. Examples are drawn from cases illustrating the different uses of information, showing some of the important costs and…

The effect of unpredictable resources on organizational performance in higher education was examined, along with whether some management strategies are more successful under conditions of relative predictability or unpredictability. Perceptions of administrators about institutional resources and performance were studied, along with the effects of…

Prior work on organizational effectiveness and strategic management is applied to assessing the strategy and effectiveness of higher education systems. It is suggested that like organizations, systems need to address three kinds of effectiveness: goal achievement, resource acquisition, and constituent satisfaction. Both organizations and systems…

When a rational decision process is desired, information specialists can contribute information and also contribute to the process in which that information is used, thereby promoting rational decision-making. The contribution of Stanford's information specialists to rational decision-making is described. (MLW)

Administrators in higher education feel mounting pressure to link planning and budgeting as resources become more scarce and environments more uncertain. Instead of turning to theoretically prescribed planning/budgeting systems as solutions, microeconomics provides a means of thinking about individual consumption that helps shed light on the…

Argues that effective college management depends upon the budget implementing the important values of the institution. Suggests a model integrating strategic and operational planning and resource allocation. (AYC)

Five models of organizational decision-making are described, and a case study of the rational model as seen in the budget process at Stanford University during the 1970s is presented. Several issues are addressed to help administrators who are interested in increasing the organization's rational decision-making. The five models are as follows: the…

The behaviors and subsequent situations of two sets of colleges that experienced severe financial difficulties in the mid-1970s were examined. One set made a dramatic recovery; the other set did not. The more resilient group pursued a combination of adaptive and interpretive strategies. (MLW)

Issues concerning whether to centralize or decentralize decision-making are addressed, with applications for colleges. Centralization/decentralization (C/D) must be analyzed with reference to a particular decision. Three components of C/D are locus of authority, breadth of participation, and relative contribution by the decision-maker's staff. C/D…

A bibliography on strategic management is presented to assist both practitioners and researchers. Criteria for inclusion were as follows: (1) general in scope, providing introductory information on a variety of subtopics within strategic management; (2) indications that the work is becoming a classic (i.e., frequent citations by other authors);…

Total Quality Management is a comprehensive system for developing organizationwide participation in planning for and implementing continuous improvement in critical processes. In colleges, trustees can be central to the success of the method through their commitment and the development of supportive policy and procedures. (MSE)

Strategies employed by selected, pseudonymous private colleges in dealing with revenue constraints are detailed in case studies. Attention is directed to the adaptation and policies of eleven private liberal arts and three comprehensive colleges in their efforts to recover from rapid decline in total revenues during 1973-1976. Intensive analysis…

This brief report summarizes a longer document with the same title. Many colleges and universities, in responding to public demand for higher education and the external challenges it creates, are employing Total Quality Management (TQM) techniques to improve quality, increase productivity, and decrease cost. The quality improvement process itself…

Many colleges and universities, in responding to public demand for higher education and the external challenges it creates, are employing Total Quality Management (TQM) techniques to improve quality, increase productivity, and decrease costs. The quality improvement process itself (the tools for problem identification and developing solutions),…

Patterns that emerged from reviewing 26 syllabi for courses on organization and administration in higher education are discussed, and six sample syllabi are presented. The syllabi focused more on organization than administration. Of the 26 syllabi, 19 dealt with organization and administration generally; 5 with administration in a specific…