The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the…

Information technology has the potential to change community college administration procedures; merging technological knowledge and business skill; creating a need for further definition and understanding of current Chief Information Officer (CIO) position. However, the existing research on this topic focuses on the merging leadership roles and…

Most public universities in the United States are formed into systems, containing more than one university or campus. There are clear rationales for these systems, including overall planning and coordination, budgeting efficiency, and effectiveness of dealings with the state government. The distribution of internal governance functions between the…

At community colleges, just as at four-year institutions, a wide range of governance models exists, including those that claim to be shared governance but aren't, those that don't even pretend to be shared governance, and, occasionally, truly shared governance. True shared governance at community colleges, just as at their four-year counterparts,…

MBO (Management by objectives) was firstly put forward by Peter F. Drucker (who was a well-known scholar of management in America) in 1954. MBO was applied in many organizations after a number of management scholars developed and perfected it. MBO is a comprehensive and democratic systemic management style which is work-centered and…

Higher education institutions are facing major challenges requiring traditional leadership and administrative policies and practices to be rethought and renewed. These challenges concern the whole academic community but mostly the institutions' administrative leaders. This article suggests how applying the democratic principles of…

This paper discusses the guidelines applied by the Ohio Board of Regents (OBR) for executive involvement in the development and implementation of information systems. It is a case study of how the OBR successfully designed, installed, and used an information system based on six guidelines developed in "Administrative Data Processing: The Case…

Planetary leadership (wanderers who seem to meander through their organizations making institutions work and change) can be a critical component of institutional change. Literature about management and organizational change is reviewed, and a case study of a major academic change at a public, suburban community college is discussed. (MLW)

The Japanese theory of participatory management is seen as thriving on American campuses under the rubrics of shared governance and collegiality. Participatory management, quality control circles, lifetime employment, superordinate goals, and interdependent leadership are discussed. More commerce between academic administrators and corporate…

The "Seven S" framework developed by Pascale and Athos can be adapted to encompass both the technical and philosophical dimensions of organizational problem solving. For a community college, the seven elements of the model would be: (1) Superordinate goals--the significant meanings and guiding concepts that make up the philosophy of a…

In 1997 a new governance act, based on the principles of New Public Management (NPM) was introduced at Dutch universities. The aims were to realise integrated management, to strengthen the position of executives at the central (executive board) and faculty (dean) levels, to introduce a Supervisory Board at the institution's central level, and to…

This issue of Forum, a journal designed to permit California community college faculty to share ideas, contains six articles focusing on issues related to the enactment of Assembly Bill 1725 (AB 1725). The first article, "Your Father's Oldsmobile: The Uses of Tradition in Core Programs," by John McFarland, analyzes the development of…

Four papers are presented in this research report. Cooke and Tannenbaum present the theoretical background, methodology, and results of a study exploring the relation of formal and informal participation to the distribution of control in community colleges. Data, collected from students, faculty, and administrators of five "formally participative"…

Traces the development of the principles and practices of Total Quality Management (TQM) at El Camino College, in California. Discusses institutional resistance to change and the need for careful implementation analysis and constituent group involvement. Includes a nine-item bibliography of theoretical and descriptive works. (MAB)

This book examines the organization and functions of the major departments and offices within a college and university and offers explicit advice on the best way to integrate the two to achieve efficient governance. Organizational factors such as reporting structures, types of committees, and how the administration and faculty collaborate to reach…