The rationale for graduate consortia, the constraints on cooperation, and guidelines for designing and managing an interuniversity consortium are examined. The experiences of five New York city doctorate-granting universities when they launched a project to test the feasibility of doctoral cooperation in arts and sciences are described.…

Examines organizational patterns for administering community services at community colleges. Identifies conditions which contribute to successful organizational patterns. Suggests features of organizational development which may be helpful in analyzing community services administration and in dealing with emerging community services functions in…

A symbolic interactionist approach to evaluation views the evaluator as an observer of group behavior in which individual action aligns with collective action. The evaluator attempts to discover what is actually going on in the program being evaluated. Though the interactionist approach frees the program manager from having to articulate goals, it…

Describes the design, implementation, and impact of the Mobile Training for Directors of Day Care Centers (MTDDC) Program, a program that was created to provide directors with information to improve their administrative and organizational skills. (Author/RH)

The State of Michigan Student Aid Agency and an advisory committee of practicing campus aid administrators developed a questionnaire to identify the current level of program awareness and perceived needs for further training that exist in Michigan campus aid communities. The questionnaire and an analysis of the survey are presented. (MLW)

Presented are brief descriptions and comments by administrators of some California arts programs on producing a quality arts program inexpensively. Topics discussed are: initiating a Comprehensive Arts program, the use of CETA artists-in-residence, curriculum development, and the coordination of a high school fine arts program. (Author/SJL)

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)

Administrators in higher education frequently assume a type of rationality based on bureaucratic or political models of organizations, or some combination of the two. This assumption is questioned, and suggestions are made for models of decision making, resource allocation, and policy formation and implementation. (MSE)

Historically, Indian women have been denied education due to: early marriage and family responsibilities; lack of money; inadequate family attention to education; the threat education poses to Indian men; and geographical location. Indian tribes can best administer funds and programs to provide the education so necessary for Indian women. (SB)

A successful community festival will be unique, will fit the character and interests of the community, and should be headed by a versatile coordinator who can administer fund raising, publicity, and recordkeeping. (RJG)

Objective-oriented management for a cooperative program in a postsecondary institutional setting is relatively easy to articulate but requires much patience and energy to implement. Basically the design for objective-oriented management consists of five distinct activities, including goal setting, policy formation, and evaluation. (LRA)

Discusses the results of a survey of the accredited library schools of Canada regarding the schools' administrative and organizational approaches to providing continuing education programs for librarians. (CHC)

Provides an overview of the topic of extending educational services to disabled students, a detailed description of the necessary steps in developing and implementing a comprehensive program, and a discussion of an exemplary program at De Anza College in California. (AYC)

Describes a developmental model for a comprehensive and decentralized women's program developed at Lane Community College (Oregon), discusses the advantages and disadvantages of its approach, and provides some do's and don't's relevant to the administration of women's programs. (AYC)

The role of the cooperative education program coordinator, vital to the success of the program, is shown to include student advising, job placement, and liaison with employers and with teaching faculty and administrators. Guidelines are suggested. (Author/LBH)