This chapter describes organizational structures and processes at the institutional and project levels for the development and support of distance learning initiatives. It addresses environmental and stakeholder issues and explores principles and strategies of effective leadership for change creation and management.

Organizational learning, along with a framework for diversity, is an effective approach for campuses seeking sustained institutional change with regard to diversity. (Contains 2 figures.)

Planning for the ongoing support and maintenance that accompany implementation of new enterprise resource planning systems may be more essential to realizing benefit from a technology investment than choosing the product with the most features. (Contains 1 table.)

Elements of effective management that a higher education institution can learn from corporate counterparts include feedback from the public, taking higher education's work seriously, and being toughmindedly optimistic, but it is necessary to emphasize the content of higher education as much as its form and operation. (MSE)

How to gain approval for the establishment of a field experience program, organize it, and establish supporting relationships for it. (Editor/PG)

An approach to college budgeting that encompasses strategic as well as operational decisions is proposed. Strategic decisions focus on creation and maintenance of institutional capacity, whereas operational decisions focus on use of that capacity to accomplish specific purposes. Strategic budgeting must emphasize institutional assets and their…

While the easiest and most popular response to institutional crisis is to focus on money, the stewardship of human resources, including personnel, trustees, and alumni, is also critical. (MSE)

This chapter uses the conceptual framework of a learning organization to make a case for how a theory might enrich organizational practice in the field of higher education.

The hidden dimensions of leadership and of the costs associated with the implementation of new information systems should be carefully considered. They can help determine the short- and long-term success of new systems.

The process used by Eastern Washington University's business school in formulating and implementing a comprehensive five-year development plan is described. (MSE)

To overcome adversity in higher education's newly competitive world, colleges will need (1) clear purpose; (2) courageous leadership, with the abilities to plan, innovate, take risks, and inspire; and (3) a measure of good fortune. (Author/MSE)

Ways in which a nontraditional institution has established formal structures to support comprehensive institutional development and has faced the problems of statewide cutbacks are described. (Author/LBH)

A teaching improvement program is suggested that is based on four models now in use. Designed for individual, departmental, and institutional levels it includes diagnosis, help with problem-identification, linkage to new information, involvement of authorities, increase in organizational health, support for implementation, and more diagnosis. (JT)

Options in management style from corporate administration literature available to educational institutions include the choices of Theory X vs. Theory Y, the managerial vs. academic grid, management by objectives, autocratic vs. bureaucratic vs. participative vs. free-rein leadership styles, situational leadership, presidential role, leadership…

This Catholic college for women in St. Joseph, Minnesota, is adopting components of systematic institutional development in its planning and budgeting. Four programs are integrated: institutional research, the management information system, management development, and management planning. (LBH)