Centre College in Danville, Kentucky, used strategic planning to affirm its size and mission. Size alone is not seen as an adequate measure of the flow of institutional resources and commitments. The price of being small and the price of expansion are discussed. (MLW)

Management theories tend to simplify the complex needs, desires, motives, and abilities of teachers who are also counselors, researchers, planners, and parliamentarians. The task of the academic administrator is to seek coherence of goals and a commitment to student development by focusing disparate visions toward common ends. (MLW)

The telecommunication system at Buena Vista College has given the college the potential for greater dissemination of learning and for bringing the world to its doorstep. Three areas of interest related to the telecommunication system are: telemarketing, teleconferencing, and telent courses. (MLW)

The repercussions from the Supreme Court decision in National Labor Relations Board v Yeshiva University are discussed. The court held that the university's full-time faculty members include managerial employees excluded from collective bargaining rights. The verdict is seen as preventing compulsory collective bargaining from spreading. (MLW)

A common perception is that the leadership problems facing the presidents of small, independent liberal arts colleges are simply a subset of those facing larger schools, but small colleges operate in a unique economic environment that offers opportunity as well as peril. The president's involvement is required at every level. (MSE)

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…

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…

In 1978, the Mount Saint Mary's College administration and faculty decided to revise core curriculum requirements. The revised core curriculum and the development of interdisciplinary seminars are discussed. (MLW)

Despite dire forecasts, most of the small colleges slated to close in the early 1970s are still operating. Small colleges contribute to higher education by adding diversity and offering competition to an otherwise all-embracing state system. (MLW)

The American Technological University's pursuit of external funding through grants and contracts is described, and recommendations for staffing, policy, and practice related to sponsored programs are made. (MSE)

Characteristics of successful small-college administration are identified: entrepreneurial spirit, intuitive decision-making, an effective intelligence-gathering network, planning for the future using analogies from the past, and a penchant for keeping options open. (Author/MLW)

Patience and teamwork in long-range planning are seen as having helped ensure prosperity at Williams College. The mechanics involved reaching what is described as a modified consensus. Two major changes included the end of fraternities at the college and the decision to coeducate. (MLW)

Whereas higher education in general has not fully met its responsibility for preparing individuals for international citizenship, a group of 50 small, selective, independent liberal arts colleges has made a substantial contribution through their long-standing commitments to international matters in both curriculum and institutional environment.…

The experiences of a small liberal arts college with 28,000 military enrollments a year in five states are described. Institutional commitment to military education, campus faculty involvement, campus support services, military education program faculty, and systematic program evaluation and planning are discussed. (MLW)

Many different kinds of incentives and support structures must be established in order to provide a campus environment in which instructional computing can flourish. Innovative academic computing programs at six liberal arts colleges (Colby, Hamline, Marymount, Smith, Swarthmore, and Wells) are reported. (Author/MLW)