The "death" of an institutional identity through college closing or merger, the removal of a distinctive entity from the educational system, represents financial gains and losses but also has educational and human costs that are still unknown or unacknowledged. (MSE)

The change masters are identified as corporate managers who have the resources and the vision to effect an economic renaissance in the United States. Strategies for change should emphasize horizontal as well as vertical communication, and should reward enterprise and innovation at all levels. (JB)

Approaches to policymaking and implementation during Great Britain's reforms of the colleges of education in the 1970s are discussed, along with their implications for higher education in the future, based on a recent study, are discussed. (MSE)

College deans could lose authority and flexibility if they are excluded further from the collective bargaining process but required to perform more managerial tasks as a result of contract administration needs. (MSE)

Trends in academic staffing in British higher education, especially in universities and polytechnics, are examined, along with major staffing issues facing employing authorities and academic staff in the short term. Implications for employee relations in a period of institutional change and resources constraint are considered. (MSE)

Theories of organizational effectiveness are examined for their application to higher education, and the competing values model for assessing college effectiveness is recommended as a research and administrative vehicle. (MSE)

Points out that change in English departments will have the best chance if it comes through explicit analytic and goal- and strategy-mapping efforts; through open and sympathetic acknowledgment of anxieties, fears, and objections; and through the greatest possible clarification of misperceptions. Describes several models of change. (EL)

The implications of the recently authorized regionalization of university administration in Spain, with the possibility of autonomous communities taking on wide responsibility for higher education and scientific and technical research, are explored. Concern is expressed for potential loss of efficiency and effectiveness. (MSE)

Explores the objectives for combining community and student services into one division of a community college. Looks at areas that can be merged and those that do not lend themselves to merger. Discusses personal factors to be considered in selecting the administrator for the merged division. (DMM)

Discusses cultural changes and the meaning of their relationship to medical libraries. Three possible strategies aimed toward creating environment where innovation and risk-taking are encouraged are discussed: create integrative organizational environment; assemble staffs whose collective competencies span necessary roles in innovation process;…

Considers social change and budget reductions as inevitable causes of changes in community college counseling programs. Feels that the implementation of student development concepts will involve integrated organizations. Proposes community-based and human resources development models for organizational change. (AYC)

Describes a training model which begins with the collaboration of community actors and university-based or university-trained researchers on community research. Results are then used with sympathetic sectors of service institutions to bring about changes in the organization of service delivery. (Author/CJM)

Educational administrators facing change are offered some observations of business management, including an analysis of characteristic responses to change from rich to poor environments, a catalog of managerial styles likely to be discouraged or rewarded in present economic conditions, and recommended practices for managing contraction, especially…

The bureaucratic structures in which many clinicians work are often obstacles to effective services. The author suggests that the clinician would benefit the organization and its clients--as well as his own position--if he would learn certain tactics for tinkering with organizational structures, rules, and policies. (Author)

New Jersey has some good early learning programs in place, but it has not taken a systemic approach to ensure access, quality and coordination of programs. The broad nature of early learning, which encompasses health, child care, education and parent involvement, makes it difficult to create a uniform system. Roughly 20 different New Jersey state…