Graduate programs in higher education administration and leadership have sought to equip students with the knowledge, skills, and competencies for higher education leadership; that is, to prepare globally minded leaders who can navigate the internal and external demands of, and for, higher education. With the use of the Lattuca and Stark model of…

Institutional researchers can take advantage of a variety of resources for understanding sustainability issues and keeping abreast of developments on this front. Models exist both within and outside of higher education for analyzing and presenting data. Sustainability Indicators in Comprehensive Sustainability Reports and Fact Books are appended.…

Many authors (Kezar, 2005; Duke, 2002; Keeling, Underhile, and Wall, 2007; Matier, Sidle, and Hurst, 1994) propose a new model of higher education organizations or a style of decision making whose central component is collaboration. This key characteristic helps make full use of all of the institution's resources to increase the likelihood that it…

Elements that the University of Akron, Furman University, and Wichita State University believe to be essential for mounting a successful program for change are identified: definition of institutional mission, top administrative support, leadership development, comprehensive change programs, emphasis on communication and process, and merging of…

Colleges and universities, it is suggested, can enhance their effectiveness by adopting a systems approach to organizing, planning, decision-making, and evaluating. A decentralized, participative model that emphasizes systematic planning and management by objectives is presented. (Author/MLW)

Viewing curriculum as an academic plan permits development of parallel course and program planning models that are dynamic, conceptually related to student learning, and familiar to institutional planners. Opportunities gained by using the academic plan umbrella for curriculum are described. (Author/MLW)

A management planning model developed by Furman University is described. The model is a decentralized participative approach to institutional governance that stresses decision-making based on use of appropriate research and allocation of resources based on management by objectives. (MLW)

Two general models for bringing about change--the structural model and the people model--are described. Team leadership and team building are seen as people-oriented approaches to change that also affect the structure of an organization. Both targets of change--people and structures--should be approached in tandem. (MLW)

This introductory chapter to this theme issue on job satisfaction among faculty and staff first reviews the faculty satisfaction literature and then discusses a conceptual model of faculty job satisfaction based on six life event "triggers" and three mediators of job satisfaction. Reviews how each trigger affects college professors and offers data…

Two models of the relationship between higher education and work are examined (market model and manpower planning model) in light of available data on student perceptions of education and careers, how they make career decisions, kinds of market information available to them and higher education personnel and how they use it. (JT)

An economic model for evaluating the cost performance of academic and administrative programs in higher education is described. Examples from its application at Indiana University-Purdue University Indianapolis are used to illustrate how the model has been used to control costs and reengineer processes. (Author/MSE)

Presents a framework for creating competency-based models, including an analysis of the utility of national competency banks. Presents a checklist that institutional researchers can use during and after the implementation phase to guide institutional success. Concludes with a bibliography of selected Internet-based resources in the area of…

The authors outline how the University College (UC) model can serve as an effective vehicle for others.

Effective utilization of community agents in the marketing process of community colleges is discussed. It is suggested that community-based marketing improves the college's outreach capability and encourages development processes within the community. The various stages of developing community-based processes are explained. (Author/SF)