Many college board members blunder when they either lionize or trivialize their presidents, or work as soloists rather than as ensemble players. To avoid pitfalls of governance, trustees must assume responsibility for their collective performance and subject themselves to periodic self-evaluation.

In individual tenure cases, the board is best off asserting in advance its right to decide about intervening and having review procedures in place. The need for experts and legal counsel is explored, and some rules for deciding on intervention are suggested. (LBH)

Three college personnel policies that are potential alternatives to the current tenure system are outlined: (1) five-year contracts offering financial or leave incentives; (2) changes in work requirements, such as course load reduction or additional support services; and (3) representation in the governing board based on proportion of faculty…

This article addresses the problem of inept, ineffective, and mediocre governing boards at America's colleges and universities. It maintains that substandard governance can almost always be traced to one of two culprits, or both: (1) most boards are orchestras of soloists; and (2) many boards tend to either lionize or trivialize the president.…

The responsibilities and functioning of an academic affairs committee of a college governing board are described. It is noted that the responsibilities of the academic affairs committee involve monitoring the relationship between mission and strategy in the academic realm. The following responsibilities of the committee are discussed: the…

The expected turbulent environment in the 1990s for higher education requires well-oriented, educated, and active governing boards. Suggestions based on interviews with over 120 college trustees and presidents are offered in the areas of trustee orientation, trustee education, group development, campus governance, and strategic planning. (MLW)

Issues concerning tenure of college faculty and the application of tenure policies on campuses are considered. Tenure decisions typically reflect evaluations of performance and judgments about potential. Minimum eligibility requirements commonly used and typical reasons for revoking an individual's tenure status are outlined. As defined by the…

This paper maintains that the most influential management models for higher education derive from the corporate sector and that this crossover effect promises increasing board of trustee activism in the academic world. Corporate boards have come under increasing public pressure to be more responsive and responsible for active management. In turn,…

Five areas of an institution's academic self-monitoring need close attention: institutional mission; resource levels; staffing flexibility, selectivity, compensation, and opportunities; academic program status; and the institution's drawing and holding power. (MSE)

This book describes an action research study of the working of college boards of trustees which expanded on an earlier work. The earlier study identified six areas of competency characteristic of effective boards of trustees--contextual, educational, interpersonal, analytical, political, and strategic. This study examined how boards of trustees…