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| Paltridge, James Gilbert | 2 |
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Hechinger, Fred M. – Trusteeship, 1993
The challenge for the college governing board is to use the assets of the institution's known past as a foundation for planning for the largely unknown future. They must handle the difficult tasks of replacing a president, responding to legitimate new demands, and avoiding institutional stagnation. (MSE)
Descriptors: Administrator Selection, Board Administrator Relationship, College Administration, College Presidents
Peer reviewedJulius, Daniel J.; Pfeffer, Jeffrey; Baldridge, J. Victor – Journal of Higher Education, 1999
A fictitious memorandum from Niccolo Machiavelli, a 15th-century author, to college presidents, senior administrators, and faculty leaders seeking change in higher education offers suggestions for organizational development and governance in the form of ten rules and related change tactics. Topics addressed include integrity, team-building,…
Descriptors: Change Strategies, College Administration, College Planning, Committees
Harpool, David – Trusteeship, 1998
The potential for conflict of interest in college and university trustees is high. A 1974 court decision (Stern vs. Sibley Memorial Hospital) established guidelines for trustees of nonprofit organizations, and a survey of 566 colleges and universities reveals how institutions are managing such conflicts through policy statements and…
Descriptors: Administrative Policy, Agency Role, Conflict of Interest, Conflict Resolution
Paltridge, James Gilbert; And Others – Association of Governing Boards of Universities and Colleges, 1983
Criteria for self-study by private college governing boards are presented. For each criterion, questions are presented, along with three response options: "yes,""no," and "do not know or can not judge." A response option for judging the board's overall performance on each criterion is also included. In addition, brief introductory comments for…
Descriptors: Campus Planning, Check Lists, College Planning, College Role
MacTaggart, Terrence J. – Trusteeship, 1999
Critics have condemned the state higher education coordinating board model as excessively bureaucratic, unresponsive to market demands, and indifferent to legitimate campus aspirations. Systems that prevail are those that collaborate in setting a statewide agenda; earn political support; present clear, meaningful missions; manage and resolve…
Descriptors: Agency Role, Bureaucracy, Change Strategies, Conflict Resolution
Paltridge, James Gilbert; And Others – Association of Governing Boards of Universities and Colleges, 1982
Criteria for self-study by public college governing boards are presented. For each criterion, questions are presented, along with three response options: "yes,""no," and "do not know or can not judge." A response option for judging the board's overall performance on each criterion is also included. In addition, brief introductory comments for each…
Descriptors: Accountability, Campus Planning, Check Lists, College Planning
Magrath, C. Peter – Trusteeship, 1997
In higher education's new environment, colleges and universities must re-examine their tenure codes and practices and consider various forms of post-tenure review. Elimination of tenure does not necessarily end academic freedom. However, any new employment policies must emerge through a process of genuine discussion and negotiation among faculty…
Descriptors: Academic Freedom, Administrative Policy, Board Administrator Relationship, Change Strategies
Download full textAssociation of Governing Boards of Universities and Colleges, 1983
Criteria for self-study for governing boards of public multicampus higher education systems are presented. For each criterion, questions are presented, along with three response options: "yes,""no," and "do not know or can not judge." A response option for judging the board's overall performance on each criterion is also included. The criteria are…
Descriptors: Accountability, Campus Planning, Check Lists, College Planning
