Creative responses of the poorer higher education institutions to the demands of production under restraints of minimal resource allocation are described. It is suggested that similar cooperative arrangements and group efforts could help other institutions facing financial restraints. Sources for additional information are cited. (Author/SF)

Essential requisites for managing institutions in a retrenchment economy include: a clear-cut institutional mission, effective student recruiting, adequate self-knowledge, and competent and dynamic leadership. Practical implications of these conditions for administrators and institutional researchers are discussed. (Author/SF)

Effective use of available human resources for improving an institution's viability in a retrenchment economy is advocated, with reference to small developing institutions. The use of temporary and part-time faculty is discussed as well as faculty release time and the effects of class size. (Author/SF)