The president is the chief strategist, chief definer, and chief planner. Managing the advancement process demands organized involvement of significant people, setting an appropriate tone, working well with well-chosen colleagues, and organizing the institution to bring the programs and the people together in academically "respectable"…

Of the critical elements of presidential responsibility, the first is that the president must not only articulate the institution's overall mission but also stand as an honest conscience in judging how well the mission is being fulfilled. (MSE)

Advancement for the small public institution means providing resources for three prime missions--teaching, research, and public service. Identifying the resources means the president must know the institution's business, and acquiring the resources demands demonstration of effective political leadership. (MSE)

Institutional advancement is a management process that requires coordination, not only of how resources are acquired but also how they are allocated, utilized, evaluated, and accounted for. The president cannot tolerate poor performance by any member of the development team. (MSE)

Discusses the need for educators to respond positively to changing enrollments and financial conditions by demonstrating fiscal responsibility, planning and developing relevant academic programs, and understanding the types of students being served. Attitudinal and managerial factors in the achievement of these goals are explored. (JP)

Administrators must not shirk their responsibility for creating management systems that obtain usable information rather than mountains of superfluous data. Areas of concern include policies, procedures, students, faculty, curricula, technicians' role, finances, and facilities. (CT)

Based partly on his experience at Ravenscote County Middle School, the author illustrates the increasing inappropriateness and indefensibility of headteacher autocracy and the dividends to be reaped from full staff participation in decision making. (Editor)

A questionnaire was sent to college relations personnel and recruiters to determine how they viewed their role. They perceived their role as highly influential, expressed a high degree of job satisfaction, and felt that their influence on corporate personnel activities should be greater. (Author/KMF)

Assesses the common practice of allowing retiring employees to continue receiving group insurance benefits and suggests that before agreeing to this arrangement, administrators should consider the situation carefully and plan for the potential long-range consequences. (Author/WD)

Through a review of the literature describes some elements of the role of the principal in a large city school system and finds that strategies and devices for organizational stability and survival comprise an important portion of a principal's discretionary activity. (Author/WD)

A study of administrators in technical colleges in Great Britain suggests an age bulge in the 1990s, with implications for career development. Analysis of activities shows most time spent with people, in interviews of meetings. Further study of administrator characteristics needed for maximum effectiveness is recommended. (MSE)

The process of "progressive discipline" is one method of improving employee performance by documenting areas needing improvement. Each disciplinary case must be dealt with as though the administrator would be asked to argue it before an arbitrator or a court of law. (Author/MLF)

Identifies four variables that influence decision making: presidential power, the president's relationship with college employees, external conditions, and the nature of the decision itself. Provides examples of extreme conditions with regard to these variables and suggests participative management in dealing with the decisions facing most college…

In attempting to answer the question posed in the title, this author offers an overview of the goals of arts programs and some general guidelines for administrators to follow in evaluating those programs. (Author/JM)

Greater communication is encouraged between leaders of the higher education community and leaders of other social institutions to persuade and reassure them of the role of higher education. (JMF)