A tax professional experienced in trusts advises college and university fund raisers and public relations professionals on trust management issues and their role in the trust relationship. Focus is on communication with the donor and on solving situation-specific problems. Examples are offered. (MSE)

This article discusses characteristics of creative people (problem sensitivity, idea fluency, originality, and flexibility); the importance of managers appreciating the work styles of creative people; and seven characteristics of an organizational climate that encourages creativity. (DB)

Discusses the personal and professional role of the president in promoting scholarship on campus. Considers the distinction between scholarship and research, the current status of faculty scholarship, the need to strengthen the link between teaching and scholarship, and the development of faculty scholarship programs. (DMM)

There is good reason for college fund raisers and business officers to collaborate on common financial interests. Communication is a key element of such cooperation. Other needs include agreement on accounting and reporting of institutional finances, agreement on stewardship of gifts (particularly with restrictions or endowments), and common…

New concentrations of wealth in the United States have not been accompanied by increased private philanthropy for higher education. To inspire large gifts, college development professionals must build a compelling case for transforming education. (MSE)

The college development office must treat major gift prospects as they would regular major donors, involving the president, providing broader and deeper cultivation, and consistently personalizing the process. The process is a long-term one and requires planning. The principal gifts manager optimally handles no more than 50 prospects. (MSE)

Campus chief executive officers are encouraged to become involved in the federal regulatory process, because regulations can be more significant to the affected parties than the laws that engendered them; thus, the regulatory drafting process offers another opportunity to offer guidance and to persuade. (DB)

Results of a survey of 214 college presidents concerning their management styles are reported. Demographic characteristics are presented, observations about performance of basic management functions are made, advantages and disadvantages of style choices are examined, and similarities and differences between college presidents and executives…

Reviews Center for Disease Control research findings on playground hazards at child care centers in Atlanta, Georgia. Discusses safety requirements for surfacing under climbing equipment. Describes resources for more information. (AC)

Based on a national survey of college administrators' (n=3,333) views of planning, this study investigated the relationship between having a chief planning officer to coordinate planning functions and perceptions of and attitudes toward campus planning. Results suggest the presence of a planner increased perceptions of more rational and…

Intended to draw attention to the need for department chair training, this article uses Michigan State University as a model of faculty development. It illustrates various types of chair training, including general faculty development programs and workshops designed for administrators and chairs. (Contains three references.) (LB)

It is argued that the traditional model of the heroic leader is no longer appropriate for complex higher education institutions and that presidential power should be limited to participation in a leadership team. Leadership is seen as the creation of partnerships between and among constituencies. (MSE)

Provides a step-by-step guide to developing a college marketing plan. Identifying a target market and determining an appropriate mix of promotional strategies are considered key to the process. Highlights the college president's role in the marketing process, indicating that, although the president is the chief marketer, all employees must be…

Deems continuing education practitioners at the leading edge of community college education, highlighting their flexibility, responsiveness, inclusiveness, and appreciation of diversity. Considers the role of continuing education practitioners in college planning, institutional effectiveness documentation, improving access, collaboration with…

A discussion of recent changes in college administration focuses on the growth of nonacademic administration, the changing social and economic environment, new management concepts, leadership challenges, and openness and judicial review. It is concluded that administrators must articulate their fidelity to the institution's central purposes and to…