The author describes the past and present developments of Southern Illinois University. (PG)

Discusses how dire, long-term financial pressures for both public and private colleges and universities could lead to a fundamental restructuring of their organizational and learning systems around the most promising innovations in teaching and learning. Offers three organizing principles and seven transformative actions. (EV)

Discusses the Academic Conference held each year at Southern Methodist University to implement innovations into the university structure. (PG)

Explores why, as the higher education community shifts its focus from "access" to "access to what?," new maps--language and conceptions--are needed to help institutional leaders and policymakers update what is known about institutional structures and practices. (EV)

The first year of a college presidency is described by Arthur Levine, the president of Bradford College. His proposal for a "practical liberal arts education plan" is described and his efforts to implement it are discussed. (MLW)

Although colleges and universities do sell goods and services, make them with purchased inputs and hired workers, use plants and equipment, and compete for customers and faculty inputs, they are fundamentally economically different from businesses in a number of ways. The unique costs, prices, production technologies, and markets of higher…

Examines how Wall Street's view of technology-mediated higher education as a rapidly growing market is prompting many colleges and universities to consider a nonprofit/for-profit hybrid model that includes a separate for-profit entity for electronic learning. A table identifies factors influencing the decision to create a for-profit entity, and…

Higher education is seen as an industry. The roles of a faculty member who manages a department or a division in an institution are discussed including: planner, evaluator, recruiter, innovator, motivator, and entrepreneur. Faculty members need to increase productivity. (MLW)

Explores the four major reasons private institutions of higher learning are fundamentally not the same as public institutions: governance, legal distinctions, size, and revenue base (EV)

The participative model of institutional budgeting is compared briefly with two other common models, and its rationale is discussed. An explanation of nine basic principles of participative budgeting uses examples from a variety of colleges and universities, and concludes with the author's reflections on the approach, based on his experience. (MSE)

Leading community colleges has become more complex in the 21st century and demands a greater range of skills. Two significant trends have driven--and continue to drive--the expanding leadership challenges. The first is growth--increases in student enrollments caused by population expansion; workers' greater needs for job retraining; and employers'…

Describes the structure and activities of the national Association of College and University Business Officers (NACUBO) founded in 1967 and now including over 6,500 people representing over 1,600 institutions. The goal is to promote effective management on campus and to aid in dealing with shrinking dollars and expanding federal regulations. (JT)

The success of a college or university must rest on its academic integrity. The college president sets the tone for an institution, determines the strength of general education and liberal learning. The presidents, the provosts, and the deans must take the initiative. (MLW)

A study by the Association of Governing Boards that categorized current selection methods and analyzed criteria for trustee selection in public and private institutions is discussed. Three methods of trustee selection are identified: appointment, election, and service by virtue of position. (MLW)

A reading list for college presidents, an outgrowth of the Claremont Higher Education Management Institute, was developed from a survey of college and university administrators. They were asked what reading they believed was most essential for college and university presidents. A bibliography and a list of those surveyed is provided. (MLW)