A profile of Dr. Theodore I. Murguia, president of San Jose City College, one of the first Mexican-Americans to become a college president. (MJK)

Four women who are chief executive officers of community colleges comment on special problems which confront a woman in a chief executive position. Observations and suggestions are made which may be helpful in preparing other women for similar positions. (NHM)

This article recounts the factors which led the author to leave the presidency of a community college for that of a senior institution and later return to a much changed community college scene. Anecdotally recalling several of the problems faced by community college presidents, suggestions for improved relationships within the higher education…

The retiring president of the American Association of Community and Junior Colleges (AACJC) discusses the factors that motivated him to remain Association President from 1956 to 1981. These included support of AACJC programs by the Kellogg Foundation and the satisfaction of being part of a growing, people-centered educational movement. (JP)

In the face of the decreasing power of community college presidents, suggests that in the future his most important function will be to bring people and processes together effectively by working through others, involvement of others, sharing leadership, giving credit, co-opting and mobilizing volunteers. (TP)

Because of the divergent natures and demands of on-campus constituencies, the college president can fall into the trap of making decisions that bolster his popularity at institutional expense. Although popularity and sound decision-making are not mutually exclusive, the key to successful management lies with the methods used by the president with…

Describes the role and functions of the Public Relations Director in the community college, focusing on relationships with the college President and with the community, and describes effective public relations techniques developed at Mott Community College (Michigan). (DC)

Discusses the need for a comprehensive, on-going method of evaluating college presidents, and presents a model consisting of an evaluation form comparing the performance of the incumbent with the expected performance of a president in an ideal situation, and structured interviews with each member of the board of trustees. (LS)

Explores the position of community college president and the qualities including intelligence, political wisdom, and a willingness to work hard, which affects presidential tenure and longevity. Suggests techniques of timing, reassurance, building on exising concerns, respecting the past, persuasion, compromise, and co-opting. (TP)

A checklist of tasks for financial aids administrators and college presidents. Major areas for administrators include application processing and award determination, counseling, public relations, transfer programs, management, Business Office cooperation, and professional development. Suggestions for presidents essentially call for executive…

Author reflected upon the effect that collective bargaining has had upon the professional, personal, and home lives of individuals closely or directly involved in collective bargaining. (Author/RK)

Article discussed the interaction of college trustees and administrators as well as the local community. (RK)

Offers suggestions to prospective applicants for community college president positions on revising vitae to fit institution's desires, how to handle screening committee and board of trustee interviews, how to assess the nature of the college's organizational structure, and where to secure more information about the institution. (MB)

Discusses the role of the community college president in creating an environment on campus which will cultivate and stimulate the talents of students, faculty, and administrators. Suggests that the president demonstrate through professional activities that he has the knowledge, desire, and drive to serve as an educational leader. (TP)

Advocates a marketing orientation to community college management as demonstrated by the successful implementation of four-state (service, promotion, delivery, and evaluation) marketing plan at Prince George's Community College in Washington D.C. (TP)