This nine-part literature review examines ways in which community college administrators are dealing with the rapidly changing social, political, and educational environment. Part I examines some of the external pressures placed on community colleges to change both policy and programs, and argues against reactive responses to these changes. Part II reviews a number of alternative administrative models for change implementation, including those that emphasize group/interactive processes, those that view change as a managerial function, those that consider change to be a function of the political/social environment of the institution, and those that emphasize strategic planning. In part III, components and characteristics of the planning process are examined. Part IV presents the results of interviews with four community college administrators concerning problems of planning and implementing policies at the institutional level. Part V explains the "Toward Educational Excellence" project, as an example of operational planning based on a 5-year master plan using a task force structure. After part VI addresses problems related to goal selection and institutional communications, part VII examines trends in planning and change management in community colleges. The final sections offer conclusions and a 45-item bibliography. (UCM)