This analysis, based on focus groups and a national survey, assesses scientists' subscription to the Mertonian norms of science and associated counternorms. It also supports extension of these norms to governance (as opposed to administration), as a norm of decision-making, and quality (as opposed to quantity), as an evaluative norm. (Contains 1…

Substantial changes were found to have occurred in the age distribution and evaluation team experience of institutional accreditation team visitors and chairpersons employed between 1970 and 1977. Criticisms such as "clubiness," duplication of effort, and preference for or dominance of certain types of institutions are discussed. (Author/LBH)

A review of the publications of the six regional accrediting associations is reported and shows that evaluative format varies but that there is a commonly assumed relationship between quality and institutional objectives, educational program, financial resources, faculty, and library/learning center. Assumptions underlying these criteria are…

A survey of experienced and new presidents in 32 various colleges revealed that making mistakes is important to learning on the job, including when and how to take action, and when not to. Presidents reported learning about working relationships, contextual differences, the human side of administrative action, and their own limitations.…

Analysis of the functions and responsibilities of faculty-dominated athletic committees indicated six dimensions of influence including: policy, autonomy, hiring, business, academic surveillance, and NCAA power. Seven predictors of degree of faculty control of athletic programs were found. (Author/MLW)

The behaviors and subsequent situations of two sets of colleges that experienced severe financial difficulties in the mid-1970s were examined. One set made a dramatic recovery; the other set did not. The more resilient group pursued a combination of adaptive and interpretive strategies. (MLW)

Examined the relationships between institutional culture, decision-making approaches, and organizational effectiveness through a survey of 639 faculty and administrators at 30 public two-year colleges. Colleges with a strong adhocracy culture were able to minimize the impact of difficult enrollment and financial conditions, perhaps by enabling the…