The governing structure of Harvard University is reviewed, and the findings include the following: (1) Harvard's present administrative and governance structure utilize corporate techniques of management that allow the president to diffuse administrative tasks without diffusing power--the difficulty of locating responsibility in the decentralized…

When resources are plentiful most enterprises flourish, including higher education, and the need for making difficult management decisions is not so pressing. In the late 1960's and early 1970's competing priorities for available resources, demographic forecasts of sharply declining enrollments among traditional college age populations, and public…

This report describes a set of procedures for analyzing communication networks in large organizations. The procedures include the identification and evaluation of various kinds of networks, assessment of the organizational hierarchy, appraisal of various departments within the organization, and evaluation of individual communication behavior. The…

The author suggests guidelines for representatives of federal agencies, colleges, universities, and advocacy groups now in conflict over campus personnel policies emphasizing the need to keep educational effectiveness as an important criterion even when other criteria important to them are in the equation. (Editor/JT)

A review of the elementary ideas that are fundamental to most higher education resource models and necessary for understanding model-supported cost analyses. Analytic constructs providing information for policy decisions include the elementary model, the fundamental cost model, and the instructional cost index. (JT)

Guidelines are presented for developing and maintaining effective grievance procedures. The discussion is basic to development of procedures for all institutional groups, e.g. students, faculty, service workers. (Editor/JT)

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…

Outlines a model of positive management and its implications for training educational managers, highlighting five factors (demoralization, pessimism, insecurity, tiredness, and lack of knowledge) resulting from the current climate of change. Proposes positive management as a strategy for successfully overcoming the negative implications of these…

College and university administrators can apply lessons learned from corporate management to expected financial pressures of the 1990s. Problems requiring strong leadership include unclear expectations of staff; weak measurement systems; accelerating change; and the strangling effects of excessive administrative processes. (DB)

Describes a rationale and method for crafting and analyzing personal/professional stories of leadership and administrative practice, based on doctoral students' interviews with experienced school administrators and educational leaders. Stories illustrate explicit rules used by administrators to manage problems and the more tacit assumptions…

This essay considers recent implications of "new public management" (NPM) strategies for the universities of Germany. It argues that NPM poses a threat to the traditional values of the academic profession, and asks what the universities should do to restore public trust in their methods and management.

In the United States, the relationship between state governments and public colleges and universities is being redefined with new notions of autonomy and accountability, and with funding policies that are highly market-driven (often referred to as "privatisation") as the centrepieces. Situations and institutional strategies unthinkable…

This essay formulates some recommendations for educational administrator preparation programs and predicts the course of their future development. While the case of medical practice as a paradigm for the practice of educational administration is found only generally useful, the clinical analogy yields the suggestion that educational leader…

For academic leaders who must encourage and enable faculty self-development the authors list 47 activities designed to reinforce, motivate, and enable self-development. For faculty members they list 95 activities, the strategy being to change environments, to risk new exposures, alter habitual patterns, and undertake new challenges. (JT)

Approaches to help achieve a professional college store operation in the 1980s are outlined for the benefit of the college store staff member, supervisor, or manager, as well as administrators responsible for the review of the college store. The following areas are addressed: objectives of the service, organization, equipment and layout, the…