Change or the prospect of change can bring new life to an institution. In education's competitive marketplace, planned change (as opposed to change in response to a crisis) is both inevitable and necessary. Ways to sail smoothly through name changes, mergers, etc. are discussed. (MLW)

Curriculum development is a process of knowledge construction imbued with participant and institutional values and commitments. This perspective calls attention to issues of social cohesion in the institution, including how scholarly interests influence the curriculum, how faculty subcultures may conflict with academic traditions, and competition…

Students at Black colleges buy psychological well-being and spiritual affinity while getting less favorable physical circumstances. Black students on White campuses get a better physical environment but less satisfying personal relationships and less peace of mind. Colleges must combine the best of both environments to spare students that choice.…

In most institutions, the faculty hiring process discourages affirmative action. The determination of top administrators is a key factor in success. (MSE)

A survey was sent to academic advising colleagues to test the premise that academic advisors can become environmental change agents on their campuses. All respondents provided examples of ways they have affected their campus environments. The area of change most often cited was policy/procedure. (MLW)

John B. Slaughter, the chancellor of the University of Maryland, is interviewed about the impact of Len Bias's death and its long-range impact on college sports, Proposition 48, freshmen ineligibility, and his efforts to press for changes at the NCAA's presidents' commission. (MLW)

Examined the initial expectations and the later perceptions of the social climates of university living units reported by newly entering students (N=92). Found that freshmen have inaccurate expectations of the future social climate of their living group. Found differences between students with active and passive social exploration preferences.…

The plans for the physical expansion of the University of Witwatersrand cannot be divorced from its goals. In planning a new campus area, there is an underlying philosophy of growth to accommodate all sectors of society and to serve the total community of which the university is part. (MLW)

The concept of student-institution fit in higher education and conceptual foundation on which it is based is clarified. The concept of fit is linked to enrollment management by a model for operationalizing the conceptual and theoretical construct such that levels of fit can be more effectively managed. (Author/MLW)

Bentley College has emphasized the importance of liberal arts and the humanities as integral parts of an education in business. All incoming freshmen in the fall of 1985 were equipped with microcomputers. Information services organization, administrative systems, computer and network services, and microcomputer support are discussed. (MLW)

Student affairs administrators are developing a new approach to their work that emphasizes not just how to help students adapt to the college environment but also how to adapt the environment to the students. (MLW)

A policy officer at the senior administrative level is needed to coordinate the implementation and use of information technologies in colleges and universities. Higher education must increasingly respond to the environment created by information technologies and their implementation. (MLW)

Three Local Area Networks of up to 48 microcomputers each have been installed at San Francisco State University. In the administrative computing area the University is moving toward end user preparation and control of data as well as submission of batch jobs. Instructional computing and data communications are discussed. (MLW)

Strategic planning defines the university's mission, scans the environment and identifies challenges and opportunities for the university, assesses institution's strengths and weaknesses, sets priorities, and outlines strategies for achieving goals. Strategic planning at the University of Miami is discussed. (MLW)

Approaches to categorizing types of adaptive response are developed, these types are explained, and the consequences for individual institutions of responses made and not made are assessed. The extent of substantive change are associated with institutional type as reflected in the Carnegie Classification System. (MLW)