Discusses results of a survey of graduate programs (N=26) revealing how the subject of small college administration is covered and how coverage could be improved. (Author/BH)

The factors that contribute to the well-being of small colleges with a focus on style of leadership were studied. Seven characteristics of successful small colleges were identified: mission and purpose, opportunity consciousness, innovation and creativity, intuition, administration through people, effectiveness versus efficiency, and well-run…

Describes the reengineering of business practices that took place at the University of Wisconsin-Superior when they implemented an enterprise resource planning (ERP) system, PeopleSoft Student Administration (SA). Discusses lessons learned. (EV)

External assistance in the form of consultation is seen as a major ingredient in the design and conduct of institutional advancement programs at many small colleges. Suggestions to help small college institutional advancement personnel to make the best possible use of consultants are provided. (MLW)

Information management has taken on more meaning for the small to medium-sized college and university in recent years. Advances in hardware and software have brought improved performances to campuses at a lower cost. Some of the planning methods used by Regis College are outlined. (MLW)

The planning assumptions on which Oberlin College's computer support staff encouraged incorporation of microcomputer use on campus are outlined and discussed, including computers as a higher education resource, networks, institutional planning considerations, encouraging staff and faculty participation, and computer staff support efforts. (MSE)

The entrepreneurial small college president exercises leadership in the use of highly refined intuitive judgment, has a high degree of commitment to the institution's mission, and can discern opportunities in unpromising circumstances. (Author/MSE)

Reviews findings of a National Center for Higher Education Management Systems study, which investigated the effects of enrollment and revenue declines on small independent four-year colleges, and discusses implications for two-year colleges facing similar problems. Looks at strategies that helped more resilient colleges meet financial problems…

Three small private colleges are examined during periods of growth, decline, and revitalization and why these events may have occurred are analyzed. The case studies occurred at three Carnegie category II colleges. (Author/MLW)

Institutional advancement is discussed as a leadership concept for small colleges. It is suggested that the leadership-based institution advances with a focus on people and product, vision, the understanding that produces trust, and the commitment that engenders service. A checklist for recognizing leadership-based institutional advancement is…

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)

For small, private institutions, the real estate pooled income fund can be ideal for constructing new facilities, especially if the facility will produce revenue. Even a public or well-endowed private institution may have a unique project for which a pooled income fund may be a nontraditional funding solution. (MSE)

The creation, growth and history of white, coeducational, four-year, small, Protestant, liberal arts colleges in the South during the period between the Civil War and World War II are reviewed. The primary issues discussed are the geographical location of such colleges, their religious atmospheres, the problems of the college constituency, the…

Some of the ways in which small educational institutions have adjusted their priorities to a changing environment are examined. Two models of strategic management--the adaptive strategy model and the interpretive strategy model--are discussed. Current perceptions of admissions directors and academic deans in North Carolina were investigated. (MLW)

A carefully orchestrated capital budget, an essential element of corporate management, is particularly important for a small college with limited resources. A simple management system can be adopted to achieve institutional goals. (MSE)