The most widely recognized quality management standard in the world, the International Organization for Standardization's ISO 9000, is considered by some in higher education to have much potential for college administration. Its advantages include its focus on organizational infrastructure, adaptability, articulation of tangible requirements for…

Total cost management, an innovation useful in higher education, is best implemented in the institution's support services. Total cost management is the practice of analyzing and improving an institution's financial and qualitative performance when producing a particular product or service, paying attention to the complete work process and all…

This paper defines Total Quality Management (TQM), discusses its origins, and identifies its strengths and weaknesses as they apply to higher education. The paper defines TQM as a philosophy of organizations that defines quality and improves organizational performance and administrative systems. The system originated from statistical quality…

Faculty members, administrators, and board members must work together to find acceptable resolutions of the problems created by under and overproduction if they hope to retain the autonomy of their colleges. Underproduction is illustrated in insufficient attention to community employment needs, inadequate quality control in career programs, poor…

After seven years of conducting the National Association of College and University Business Officers' benchmark program, designed to establish standards for institutional administration, the association reviews the lessons learned and the challenges ahead in higher education. Representatives of four participating universities offer their…

This paper describes the application of a Total Quality Management strategy called Plan-Do-Check-Act (PDCA) to the projects and activities of an institutional research office at the Virginia Polytechnic Institute and State University. PDCA is a cycle designed to facilitate incremental continual improvement through change. The specific steps are…

System-wide assessment in higher education can be influenced by political issues, which are in turn preoccupied with market forces and technological development. This generates a climate inimical to ethical quality and conflicts with academic work. If academic work is to make its best contribution to society, administration must move beyond…

Explores the importance of leadership, vision, purpose, organizational culture, motivation, and change as aspects of organizational life that Total Quality Management (TQM) does not adequately address. Offers the concept of learning organizations as a preferable approach, arguing that this method is a needed element in the leadership and…

Although higher education in Scotland is part of the United Kingdom system, it has operated separately, with a distinctive focus on the assessment of quality in each academic subject. Internal and external quality assessment and assurance processes are described, and the lessons learned are explored briefly. (MSE)

Although Columbia University's economic plight is familiar, debate over administrative and academic cutbacks is fiercer than most because of its history, decentralized administration, and unique problems of its Manhattan location. Relationships between faculty and administration have become strained as programs have been reduced, consolidated, or…

Examines the results of Mexico's quality-oriented higher-education policies, in place since 1984 and designed to encourage improved faculty performance through economic incentives. The policies were enhanced further in the mid-1990s by establishing medium-term improvement strategies and using external evaluators and international experience to…

Reports on a five-year ethnographic, longitudinal study of a British higher education college during a process of change in quality assurance. Identifies tensions experienced during the process and stresses the influence of context, the unpredictability of change, and the lack of simple prescriptions for managing change projects. (DB)

Protocols for evaluating programs in Quebec universities are described. The evolution of the system is reviewed, and policies and procedures for assessing both new and existing programs, both internally and externally, are outlined. (MSE)

An explanation of the periodic evaluation of Laval University (Canada) programs begins with an outline of the university's organizational structure and administrative bodies. The justification, objectives, and scope of the evaluation policy are then described, and some benefits and problems are discussed. (MSE)

First, the role of the association of universities in the Netherlands in external institutional evaluation is examined. Then, three basic tenets of program assessment are discussed: (1) university programs must be of academic quality; (2) program content must not be too compressed; and (3) programs should be challenging for students. (MSE)