Explored difficulties between public affairs officers and their commanders. Analyzed responses of commanders on the time allocations of their public affairs officers across 16 job assignments. Results indicated low agreement between what commanders perceive as happening and what they prefer. (PD)

Surveys from 1971 to 1975 of knowledge and awareness of the Open University among the general public are analyzed. Three types of "knowledge" barriers were identified: lack of awareness of existence, lack of knowledge of special characteristics and "openness," and lack of knowledge of the range of courses. (MLW)

Concern over shrinking state financial support for the University of Michigan prompted administrators to create a comprehensive program to educate communities and promote citizen caring about funding priorities for colleges and universities. The program and support system are described. Communication of information and data collection are…

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)

Presents tips to teachers on preserving their enthusiasm, organizing their time, maintaining class control, boosting school morale, and maintaining public support. (Editor/SJL)

Lists and annotates more than 250 articles on mass communication, grouped according to topic. Topics include advertising, audience and communicator analysis, broadcasting, community journalism, courts and law, criticism and defense of media, education for journalism, history and biography, international, management, public relations, visual…

The skilled school communication specialist, when describing research-related information to the community, can build trust in the schools and bridge the research/power structure/community gap. (Author)

Outlines problems facing the National Association for the Teaching of English (NATE) in the 1980s, suggests some positive actions that NATE can begin to take, and notes the need for a radical change in the present public image of the English teacher. (GT)

Lists and annotates more than 200 articles on mass communication, grouped according to topic. Topics include advertising, broadcasting, courts and law, criticism and defense of media, history and biography, international, public relations, visual communication, and women and media. (GT)

Ten elements are suggested for successful special alumni or fund-raising events: adequate planning time, centralized leadership, wise personnel selection, careful program structuring, attention to detail, special touches that add showmanship, provisions for eventualities, special treatment for special guests, media planning, and follow-up. (MSE)

The Philadelphia College of Art has planned cultural events in keeping with its educational mission and presenting the institution's best image. Among the guidelines followed: making each event distinctive, making the event valuable to participants and making all events complement one other. (MSE)

The lessons of state tax reform learned in California are that education systems need to establish working relationships with all constituencies, work closely with other groups with similar interests, build public faith in education, and encourage and support intelligent and courageous educational leadership. (MSE)