While small rural colleges have much the same goals as larger institutions, they have fewer resources with which to work, and therefore their management problems are unique. In the areas of staffing, time management, staff development, and recruitment and promotion, the small college can increase management effectiveness. Despite increasing government regulation, and decreasing funds and qualified applicants, certain hiring problems can be met by: (1) requiring faculty to demonstrate dual competencies; (2) eliminating traditional administrative and instructional positions that can be replaced by paraprofessional positions; and (3) effectively using part-time faculty and graduate students. Effective time management can have a positive influence on daily, weekly, and annual planning, delegation of authority and best use of support staff, and time wasted or well-spent in meetings. In times of reduced resources, staff development seems to be the most feasible means of providing a needed skill in an organization. Doing so requires identification of specific needs, support by faculty and administration, and judicious use of techniques such as free consultants, in-house experts, and personnel exchange with other schools and industry. Finally, marketing can be most effective if it reflects environmental factors such as consumer freedom of choice, competition, efficiency, and social change. Appendices illustrate various strategies. (AYC)