This study aimed to describe, compare, and analyze the use of specific types of data utilized in decision-making by administrators of more and less effective community colleges. The study utilized a modified version of Kim Cameron's "Assessment of Organizational Effectiveness on Higher Education" to measure and rank community college effectiveness. The author used decision-making and organizational effectiveness survey instruments. Survey instruments were sent to 70 administrators at 19 community colleges representing 4 states, 3 major metropolitan areas. including urban and suburban locales, and 2 rural communities. Fifty sets of surveys were returned, for a response rate of 70%. Data analysis included calculating frequencies, descriptive statistics, factor analysis, bivariate correlations, and analysis of variance. The author found that significant differences based on years in current position were identified by the surveys. The author also found significant negative correlation between college enrollment and organizational effectiveness ranking, indicating that as a community college grows, effectiveness rank increases. Significant differences between the way male and female participants responded to survey items regarding student focus were identified as well. Women tend to maintain consistency between their views and practices more so than do men. Research instrument and tables appended. (Contains 66 references.) (NB)