Suggests ways in which continuing education administrators can compare their practices with the concepts and procedures presented in the preceding articles. (CT)

Explores how effective administrators help achieve consensus on desirable outcomes by the use of procedures that encourage actions to achieve those outcomes. The focus is on how program administrators influence priorities and not on organizational levels of policy making. (CT)

Illustrates concepts and techniques available from marketing and related fields that can enrich decision making about marketing by continuing education administrators. They are concepts concerning marketing by nonprofit organizations, promotional techniques, highlights from a handbook on the use of direct mail, and the use of decision trees. (CT)

Includes generalizations and examples about making decisions that pertain to relations with the parent organization, other providers, and the larger society. Examines influences on priorities, authority and influence, centralization and decentralization, leadership roles, interagency relations, and the larger society. (CT)

Suggests how personal and situational aspects of decision making can contribute to effective leadership strategies. Discusses the administrator's role and program development and clientele. (CT)

Explores decision making strategies by program administrators regarding coordinating the program development functions of their agencies. Discusses program origins, orientation of resource persons, planning committees, supervision, and situational influences. (CT)