A sociotechnical systems model used by John Brown University is described that is useful for analyzing the complexities of change in an organization and for describing the many elements involved in change. (Author/MLW)

Small and medium-sized institutions are seen as likely to experience major organizational change during the next few years in three areas: contracting out, academic franchising, and reacting to declining instruction. Colleges need to explore interinstitutional cooperation, new educational media, structural innovation, productivity improvement, and…

An advising model used by Marymount Manhattan College is described. The heart of advising is the faculty: faculty care about students, design major requirements and course content, communicate the rationale for required courses, help students see alternatives in courses of study, and provide them with options. (MLW)

Strategies employed by Hood College to bolster its enrollment and survive are discussed. They include eliminating some underenrolled or duplicative courses, launching new programs of study, adoption of a core curriculum, making planning an integral part of every department, improving budgeting, improving student services, and professionalizing…

Bryn Mawr College is developing a data gathering workbook to aid small institutions in the analysis of financial options. Growth-rate balance and data gathering and analysis workbooks are described along with four problem areas: growth-rate imbalance, asset depletion, control indicators, and quality shifts. (MLW)

The role and responsibility of trustees of private colleges in fund raising are discussed. Four areas are identified: (1) concentration on large gifts, (2) alumni financial support, (3) the voluntary support of the friends and non-alumni of the college community, and (4) deferred gifts. (MLW)

The perception that a college has an excellent academic program is seen as a judgment about the whole college, not just about a few departments. To maintain this judgment, the administrator of a small college must exercise balance in allocation of resources to departments and academic support areas. (Author/MLW)

Essential requisites for managing institutions in a retrenchment economy include: a clear-cut institutional mission, effective student recruiting, adequate self-knowledge, and competent and dynamic leadership. Practical implications of these conditions for administrators and institutional researchers are discussed. (Author/SF)

Many small, private colleges lack the resources to develop a planning, management and evaluation (PME) system and the result is planning becomes a neglected function. An in-depth study by the Massachusetts Institute of Technology for the Detroit Institute of Technology is described. (MLW)

The Atlanta University Center, Inc., a consortium of six institutions (Clark, Morehouse, Morris Brown, Spelman, Atlanta University, and Interdenominational Theological Center) represents the world's largest nucleus of Black private higher education. Its background and the problems faced in dealing with each institution's desire for autonomy are…

Analysis of data on 2,508 matriculates to the University of Alabama School of Medicine found that graduates of small local colleges were more diverse than other students in gender and race; had similar academic performance; and were more likely to come from a rural background, to drop out, or to locate to rural areas after graduation. The need for…

Considers ways in which telecommunications can ameliorate the staffing crises of small colleges. Describes West Virginia Northern Community College's efforts to serve remote instructional sites using an interactive telecommunications system. Reviews the college's problem, the design and installation of equipment, and selection and training of…

Center College of Kentucky's "central myth," or self-understanding, articulated strategically, became the basis for planning and decisions responsible for significant institutional achievement. (MLW)

Many small private colleges are gaining in enrollments because of aggressive marketing tactics, more long-term planning, and innovative educational programs designed to appeal to nontraditional students. (MSE)

A study of 291 freshmen from "invisible" colleges and 239 from 6 prestigious colleges and universities and their parents investigated how the 2 sets of families with obvious different college preferences had made their choice. Geography, parental influence and approval, the "second choice" concept, and institutional…