An excerpt from "Corporate and Campus Cooperation: An Action Agenda" (a report from the Business-Higher Education Forum) explains some methods for strengthening the link between the business and education communities. (Author/MLW)

College fund-raisers should consider prospective donors of natural resource property, especially property that owners may not be developing immediately. Tax advantages to the donor can be considerable, and the college can either resell the property or keep it. Consultation with a petroleum law tax specialist is recommended. (MSE)

The president of U.S. Steel explains the thinking behind the Cost Reduction Incentive Award Program: it is a way to involve everyone in saving energy and cutting other costs. He hopes that this awards program will help develop a broad awareness of cost problems among those associated with institutions of higher education and the need for a total…

Corporate/college relations is a new activity for the business community, growing partly out of concern over the widespread ignorance and hostility among faculty and students. Business and education share common problems--inflation, government regulation, pressure from women and minorities, and tenure--and cooperative programs result in mutual…

Differences between the roles of a corporate administrator and a college president are reviewed and related to the role of an effective trustee. It is noted that accountability demands affect institutional autonomy and that trustees must become more involved in policy-making to protect the academic freedom of colleges and universities in the…

Eighty percent of the money spent on employee education goes for courses taught at the workplace. Three characteristics mark the corporate education system: high motivation of students, intimate association of learning and work, and pragmatic, goal-defined orientation. Implications for colleges are discussed. (Author/LBH)

The 1984 Compensation and Benefits Survey of College and University Chief Executive Officers is discussed. The survey provides information on presidential compensation, benefits, and employment practices at public, independent, religious, and medical institutions. (MLW)

Foothill College's conviction that partnerships with local corporations are critical to college viability has led to nearly $3 million in donations from business to the college's educational programs. Foothill's partnership with Tandem Computers Inc. is described. (MLW)

Budget pressures, tightening labor markets, and increasing public interest should prompt colleges and universities to review their wage and salary programs. Many administrators have never been exposed to practices other than those common to higher education, and trustees with corporate experience may provide some insight. (Author/MSE)

Educational institutions have become more complex, requiring more comprehensive and deliberate management. Adopting the corporate model will confuse more than clarify the problem. One way to promote institutional renewal is to reclaim academic traditions. (MLW)

The Japanese theory of participatory management is seen as thriving on American campuses under the rubrics of shared governance and collegiality. Participatory management, quality control circles, lifetime employment, superordinate goals, and interdependent leadership are discussed. More commerce between academic administrators and corporate…

An effective technique of increasing corporate giving is the organization of "Percent Clubs," as pioneered by the Dayton Hudson corporation of Minneapolis. The goal is to increase total corporate giving from 1.8 percent of GNP to at least 2 percent with the ultimate goal 5 percent. (MLW)

Issues in university divestment of stock in American corporations doing business in South Africa, in protest of apartheid, are discussed in light of the American experience with discrimination. Divestment options are examined. (MSE)

Some ideas for church-related and other colleges are offered: (1) students should not be recruited on a narrowly academic basis; (2) corporations should be encouraged to give more; (3) alumni giving is extremely low; and (4) the college that helps students find meaning in their lives will survive. (Editor/LBH)

The conception and development of a plan to lease community college property for oil drilling is described, emphasizing the governing board's role in the process. The risks, uncertainties, relationships with local fuel companies, and positive public perception are discussed. (MSE)