This chapter describes a framework to guide collaboration between institutional research and other campus offices. Three examples are then provided to illustrate how the framework was applied successfully to actual projects.

There is almost nothing more frustrating to an institutional researcher than seeing university leaders ignore data. The case study in this article examines how an institutional research office was able to put data to work in enrollment services and produce record-setting numbers of applications, admissions, and confirmations within a nine-month…

This paper describes how various formal planning approaches were developed and applied at Pennsylvania State University. Phases (horizontal reduction, vertical reallocation, strategic planning, and strategic management) are identified as are principles including planning for change on the margins and continuity, providing for feedback, and…

The author describes practical steps for infusing the strategic plan throughout the organization. These steps have carried the University of Wisconsin--Madison effectively through two cycles of reaccreditation and planning. (Contains 1 figure.)

A program focusing on recruitment of new freshmen at the University of Colorado at Boulder illustrates some major planning considerations in the development, implementation, and evaluation of a marketing plan. (MSE)

Over the past decade, cross-functional quality improvement teams have been formed not only to reengineer work processes but also to enhance community and create incentives and recognition; they have moved the university from planning to action. (Contains 1 table.)

Oregon State University implemented Total Quality Management in nine phases: exploration; establishing a pilot study team; defining customer needs; adopting the breakthrough planning process; performing breakthrough planning in divisions; forming daily management teams; initiating cross-functional pilot projects; implementing cross-functional…

Integrated planning promotes collaborative thinking and furnishes mechanisms for linking strategic plans with operational plans. (Contains 1 figure.)

Some organizations are having difficulty with the Total Quality Management (TQM) approach. Problems appear to come from reliance on prepackaged TQM programs, large-scale, diffuse implementation, mass training programs, measurement paralysis, overemphasis on tools, process selection, outmoded reward structures, and simplistic views of change and…