In this paper, we employ Punctuated Equilibrium Theory to consider institutions' shifting goals, priorities, and constraints, and to explore the nature of change at colleges and universities in the United States. By exploiting annual changes in institutional budget decisions over a 29-year period, we seek to understand the extent to which…

Disagreements over budgeting are often resolved by using political power. A critique of definitions of political behavior is presented and an alternative is proposed that is applicable to groups and individuals and that addresses both the intentions and effects of political action. (Author/LBH)

Analysis of the relationship between performance data and changes in faculty size of 40 departments in a College of Arts and Sciences during a time of financial stress found that the rational choice model was applied to decision making. There was a systematic relationship between objective, evaluative data and policy decisions. (MLW)

Universities must evolve a process of institutional self-study before effective planning, program budgeting, governance and decisions affecting purpose and goals can be made.

In order to make rational budgetary decisions, higher educational institutions require information on the impact of inflation on their operations. A simple and easily maintainable model from which price indices for a particular institution can be constructed is described. (Author/LBH)

A study of decision processes in 10 small- to medium-sized colleges examined academic program review, faculty performance evaluation and budgeting, and the use of information and analytical data. A resultant description of college decision-making and information systems and hypotheses for future research are included. (JT)

The ingredients of an academic program development plan, with special attention to the processes and criteria supporting decisions on program priorities, are delineated. External and internal inputs to decision-making are discussed and three case examples are given. Major considerations involved in integrating budgetary decisions are identified.…

Surveyed 744 administrators and faculty at 248 colleges and universities concerning how faculty influence financial and policy decisions, how faculty satisfaction with the decisions correlates with faculty influence, how these decisions are made, and how authority and influence shift during a financial downturn. Results suggest faculty influence…