Two models for planning activities in student personnel services are presented. One is highly centralized and the other incorporates planning in decision-making processes. The Office for Student Affairs at the University of Minnesota involves elements of both models in their approach to planning. (Author)

The type of influence exercised on decision-making by a position in an organization may vary from decision to decision. The position may simply be free to make recommendations or need to be informed of decisions to implement them. On the other hand, the position may influence the decision, be able to veto it, or authorize and issue a directive to…

Conducted voluntary meetings with head nurses and supervisors at the University of Michigan Hospitals to encourage expression of feelings about a nurses' strike, and gain an objective understanding of decision-making struggles involved. Presented techniques and practice opportunities for supervisors to promote resolution of interpersonal rifts and…

An experimental program at the University of Woollongong (Australia) identified a quality management framework, developed indicators of institutional performance, created a database for user-defined information needs, and provided access to information at all institutional levels. The project explored use of performance indicators and demonstrated…

The approach used at the University of Maryland at College Park to address the problem of shrinking resources is described. The institution's strategic restructuring involved assessment of existing revenue generation and resource use and development of alternatives. Thorough self-assessment and clearly articulated priorities are seen as essential.…

The leadership development plan of Hood College (Maryland) is designed to increase opportunities for involvement in college decision making and improve communication within and between faculty, students, and staff. It focuses on meeting the individual development needs of each campus constituency and on the sharing of power. (MSE)

The number of women occupying managerial positions in the U.S. is relatively small, but it rose 47% from 1,321,000 in 1970 to 1,942,000 in 1976. Circumstances contributing to this rise are enforcement of legal sanctions against discrimination and women's increased educational attainment. This report describes a continuing education workshop series…