This study examines the strategic partnership and bottom-up style of management used by Wake Technical Community College (WTCC) in Raleigh, North Carolina. WTCC uses a strategic partnership initiative called SAIL (Succeed, Achieve, Improve, Learn), which engages employees to become involved in the process of institutional improvement. In the SAIL…

This study expanded on previous models that looked primarily at student and support factors related to student retention and examined other stakeholder group functions not previously reviewed in relation to student retention. The research question assumed that greater faculty participation in campus decision-making and faculty satisfaction would…

This study examines the dynamics of collaborative work that promote leadership as an outcome of team processes. Through an in-depth exploration of a community college that developed an organizational model of shared leadership over a period of seven months, this study aims to contribute to our qualitative understanding of how a vision of shared…

Since the 1990s, federal programs for workforce training have aimed to transform the role of community colleges from narrow contract training to a broader role that encompasses strategic instructional program planning and innovation to support lifelong learning for a changing workforce and economic development (Jacobs & Teahen, 1996). Yet, to…

This grounded theory study addressed the issue of how community college presidents foster active, broad-based participation in campus decision-making processes. This study was based on in-depth interviews with nationally recognized community college presidents selected on the basis of their work in implementing participative governance within…

This study examined shared governance in public, unionized community colleges and creates a national inventory of areas in which faculty participate in governance according to the language of collective-bargaining agreements. The findings suggest that community college faculty are engaged in shared governance in both the traditional academic areas…

The study describes an initiative to increase retention at a 2-year college in the Northeast United States. The process involved a collaborative, intrusive advising approach to intervene with students at-risk for academic failure or experiencing difficulty with the transition to the college. Components of the mixed-method design included…

Describes the impact of an open, participatory, consensus-based planning process with faculty and staff at Parkland College in Illinois. Indicates that the planning process has been enthusiastically endorsed by both faculty and staff and has resulted in an increase in the number of full-time teaching positions and a decrease in the number of…

Discusses the process undertaken by Fresno City College to create a decision-making procedure driven by student success. Faculty, staff, and students worked together to identify a series of indicators of achievement, including course retention, degree/certificate completion, and job placement rate. Also included is an eight-step blueprint for…

Describes a study that investigates faculty perception of shared governance and whether there exist differences of opinion resulting from institutional and demographic variables. Indicates that most faculty accept the notion of cooperation and collaboration in shared governance, and that differences based on region or location have little effect…

Describes five characteristics of community college administrators who have successful interpersonal relationships. Suggests that they exhibit positive thoughts about colleagues, develop openness in interpersonal relationships, use a team approach, employ a wide decision-making base, and are concerned about how things appear to others. (AJL)

Explores community college faculty's perception of their involvement in decision making. Reports the responses of 70 Midwest community college instructors in five areas: finance, instruction, personnel, goals, and students. Finds that respondents feel little sense of decision-making involvement. Warns that presidents may alienate the faculty if…

Presents findings from a study assessing the reactions of 34 community colleges to California Assembly Bill 1725 passed in 1988, which mandated shared governance for the state's 107 community colleges. Concludes that AB 1725 is working as it was intended in the majority of schools. Contains 69 references. (JDI)

Traces the development of the principles and practices of Total Quality Management (TQM) at El Camino College, in California. Discusses institutional resistance to change and the need for careful implementation analysis and constituent group involvement. Includes a nine-item bibliography of theoretical and descriptive works. (MAB)

Discusses a study that examines department chairs' beliefs about the role of faculty in departmental governance and the characteristics of an ideal governance structure. Concludes that faculty's key role is helping clarify the administrators' responsibilities, and that faculty members should be rewarded for their participation and empowered to…