Six critical areas of community college organization and management are addressed in a direct and practical fashion. John W. Lee offers strategies for coping with the paradoxical decline in the quality of learning and the associated increase in instructional productivity. The translation of traditional intraorganizational into interorganizational management principles is the focus of discussion by Eugene C. Bell; here planning, organizing, staffing, direction, and control become conferring, linking, contacting, persuasion, and coordination. B. J. Hodge proposes that college administrators should choose an organizational climate (either traditional, human relations, or human resources) that will produce job satisfaction and organizational productivity. The functions of planning, organizing, directing, and controlling as they relate to the management of scarce resources is presented by Richard D. Tellier, followed by a discussion by S. V. Martorana and Eileen Kuhns on the subject of team management. Included are role definition, role coordination, team member identification, recruitment and selection, team member professional development, and evaluation of team productivity. Finally, Kichiro K. Iwamoto discusses the management of interpersonal conflicts, arguing for a "problem solver's" style in which conflicting persons both achieve personal goals and maintain an effective personal and/or working relationship. (RT)