Even a cursory reading of the higher education literature reveals a growing concern with the changing mix of tenure-track and non-tenure-track faculty. The focus a few years ago was on the apparent withdrawal of tenure-track faculty from commitment to instruction, especially at the first- and second-year levels. The focus now is on the rapidly…

A four-step process is outlined for colleges to use in removing planning constraints, the difficulties that decrease or hinder the effective implementation of institutional change strategies. Its use on multiple complex constraints and in coping with chaos is discussed. (MSE)

Steps taken by institutions to have a greater impact on their student enrollments are referred to as enrollment management. Organizational implications are defined and enrollment management is defined as a process that influences the size, shape, and characteristics of a student body. (MLW)

Differences in state-level program review processes are explained in terms of six design decisions and the implementation environment. The six areas included: purposes and objectives, scope of the review, schedule of reviews, criteria used, who will be involved in program review, and decisions to be made. (MLW)

Evidence from Africa points to links that can be established between formal and nonformal education to meet the needs of larger numbers of adults as well as children. (LBH)

As a result of its activities, values, and assumptions, higher education has become deeply implicated in the environmental dilemmas of our time. Colleges and universities need to act more responsibly, re-forming an education that is more appropriate to a threatened ecology, before they can teach an ethic of responsibility. (Author/MSE)

In higher education institutions, decisions about spending patterns are established in the budget and executed by a diverse, decentralized group of institutional managers. To make the budget a vibrant management tool, each institutional constituency must view it as a document that helps advance institutional mission as well as a way to measure…

Provides a conceptualization of a communication and information system's infrastructure in order to help campus leaders plan more effectively. Discusses its elements, creating access to information, infrastructure maturity, infrastructure assessment, and technology planning for higher education. (EV)

Describes the connectivity features and options of modern campus communication and information system networks, including signal transmission (wire-based and wireless), signal switching, convergence of networks, and network assessment variables, to enable campus leaders to make sound future-oriented decisions. (EV)

If quality is to be maintained in the coming period of stringent resources and declining enrollments, budget formulas and management practices must be reformed. (Editor/PG)

Reexamines the relationship between liberal learning and career preparation, discussing the contemporary problem of work and schooling, liberal learning as the development of moral competence, changes in the moral perspective, and the core of liberal learning. (Author/PG)

Two planning and decision-making models are outlined that are designed to aid administrators in deciding when to hire a consultant, how to choose a consultant, and how to maximize the consultation's effectiveness. (MSE)

The development of comprehensive approaches to telecommunications by higher education is advocated. Orientation and training programs need to be established, organizational structures need to be reexamined, and networks of information and technical assistance need to be fostered. Organizations and printed sources are appended. (MLW)

Financial policies are viewed as buffers that protect the core activities of a college from fluctuation and that maximize the return of investments in all areas. Assumptions necessary for making financial policies are detailed and a strategy is outlined for developing financial policies that mesh with institutional plans. (Author/MLW)

Strategic planning is seen as a process that articulates institutional mission, weighs external opportunities and threats, gauges internal strengths and weaknesses, and determines appropriate action. Benefits and pitfalls in planning are discussed. (MLW)