The information division at Cornell University (New York) information resources division has determined that its traditional program development method is inadequate to meet the demographic, fiscal, and technological demands of the 1990s. It is changing its systems analysis and design procedures to deliver applications better, faster, and with…

In October 1989-October 1991, Mills College (California) faced three crises: an earthquake; a strike over plans to convert to a coeducational institution; and a devastating fire in the area. The college has learned to focus its structural, human, political, and symbolic frames of reference; communicate; plan; consider the public; and develop…

A study of five private liberal arts colleges (Arkansas, Catawba, Pomona, Waldorf, Washington) examined organizational changes in the 1980s, contributing factors, and overall institutional impact. Results suggest the colleges were better places to work and learn than a decade earlier, with improvements in campus life, curricula, faculty…

Programs for faculty and teaching assistants at eight universities were designed to address the instructional needs of increasingly diverse student populations. Common elements of success included institutional commitment, administrative support, faculty involvement, active learning strategies, facilitator training, and evaluation. The programs…

College public relations officers are urged to incorporate regular and systematic evaluation into program administration. The process of planning public relations activities would include qualitative research to identify issues; audience-specific surveys to gauge attitudes; action to accomplish objectives; and measurement of that action's…

The University of Minnesota's Integrated Information Center focused on both technical and organizational integration to bring coherence and unity to support and delivery of information services. After six years, while unexpected progress has been made with end users and technological issues have progressed well, organizational issues continue to…

Muhlenberg College (Pennsylvania) has refocused its efforts on serving student needs and being perceived as a substantial value for the tuition charged. A merit-pay plan rewards faculty and administrators demonstrating extraordinary concern for and commitment to students. (MSE)

Examines educational reform in the 1980s, noting implications for teacher preparation and describing restructured school characteristics (e.g., changes in organizational and governance structure, redesign of teacher work, and resource reallocation). Prospective teachers need more preparation in areas like organizational theory and human relations…

The quest for diversity must overcome the resistance of traditional White, male faculty to redefining the mission and curriculum of the liberal arts college. Change will be difficult, but it must occur if liberal arts colleges are to survive and maintain a central and relevant place in multicultural America. (MSE)

Institutionalizing the Seven Principles for Good Practice in Undergraduate Education and the Faculty and Institutional Inventories will require teachers and institutions to overcome obstacles to change, develop new perspectives for improving education, and apply strategies of planned change, including creating and sustaining a leadership team.…

Syracuse University (New York) has found that the focused, collaborative approach to institutional administration embodied in Total Quality Management is beneficial. It requires allocation of adequate time and resources, observation of others, communication, addressing high-need areas first, and willingness to adapt, but it may bring resistance…

Activities at Delaware County Community College (Pennsylvania) in implementing Total Quality Management are examined and compared with criteria used by the United States Chamber of Commerce for making quality awards to businesses. Assessed areas include management leadership, strategic planning, customer focus, employee development, teamwork,…

A discussion of the ways that college faculty roles and rewards are changing looks at documents from four institutions that delineate institutional change from different perspectives. A change process initiated by a 7-campus group is also outlined, and initiatives under way at 10 additional colleges are described briefly. (MSE)

It is argued that, despite the special character of higher education and its institutions, the principles of the Total Quality Management approach (continuous improvement, consistent quality, staff/student participation, meeting customer needs, coordination, management procedures that detect poor quality and encourage good quality) can contribute…

The evolution of a Total Quality Management approach at Aston University (England) is chronicled, especially as it relates to changes in British higher education and the university in the 1980s. Focus is on the organizational context of the institution, steps taken to become informed about quality management, and refinement of objectives. (MSE)