Academic support systems are characterized as those activities that center around a dean's office--office automation/information systems, institutional research and electronic communication. The basic and design and implementation issues that are encountered in providing these support systems are examined. (Author/MLW)

Described a distributed approach to management information systems for mental health organizations that is less costly and complex than the widely advocated integrated system. Presents a client statistics subsystem that can be written with a standard statistical analysis package. Describes Florida Mental Health Institute's data system to…

Derives three guidelines for management information systems (MIS) planning research by illustrating similarities between research streams of MIS planning and organizational strategic planning: recognition of MIS planning levels hierarchy and corresponding hierarchy in MIS planning benefits; specific attention to operationalization of constructs;…

Without clear administrative support, a consultant's wisdom, or political harmony, but with much equipment already in place, two middle managers at the University of Illinois at Chicago worked to build a word processing network. Issues such as forging alliances, sharing resources, and creating administrative support are discussed. (Author/MLW)

Recent technological advances have put alumni-development computer systems within reach of most colleges and universities. Options, including the types of hardware available, the many ways to match an office's needs to your hardware, and the types of software available are discussed. (MLW)

To be sure that the capitalization required in the move to distributed processing is spent wisely, it is necessary to understand the function, integration, and system architecture. How to achieve corporate standards in office automation/decision support in higher education is discussed. (Author/MLW)

Three implementation strategies for office automation and decision support systems within postsecondary educational institutions--"natural evolution,""the total solution," and "coordinate evolution"--are identified. The components of an effective implementation plan are discussed. (Author/MLW)

Microcomputer technology is direct, personal, and well suited for the task of decision support. Learning to use it constructively and effectively to improve higher education management is the challenge of the immediate future. (Author/MLW)

Online registration at Boston College, CORSS (Course Registration and Scheduling System), is described. Students register at a specific appointment time to work out an acceptable program with a terminal operator who is a member of the registrar's staff, and leaves the registration area with a printed schedule of courses. (MLW)

Computer technology has the potential to fundamentally alter present approaches to admitting, registering, recording grades, and servicing students. Some of the driving forces toward change and the restraining forces working against change at most universities are identifed. (MLW)

A public utility company uses laser wands to read bar-coded labels on furniture and equipment. The system allows an 80 percent savings of the time required to create reports for inventory control. (MLF)

A computer program utilized to generate detailed reports of labor requirements saved almost $700,000 in custodial labor costs for the Facilities Maintenance and Operations Division of Oakland County, Michigan. The program also is used for a quality-control audit system during inspections to evaluate cleaned rooms. (MLF)

This article briefly reviews the introduction of computer systems into recreation facility management. Past and future problems of computer use are discussed. (DF)

Suggests a four-step method for reconstructing evaluation offices originally established for federal funding programs so that they can provide information for local decision making: (1) review past work, (2) identify necessary projects, (3) establish joint priorities, and (4) develop action plan. (TE)

Two examples illustrate effective use of evaluation offices. The first, a centralized approach, involves goal setting, followed by measurement techniques and improvement based on data. The second, decentralized approach involves reduction of data to six profiles, which form the basis of planning. Similarities and differences are discussed. (TE)