A model is presented to help community college administrators coordinate efforts to achieve institutional objectives. Two kinds of objectives are discussed: (1) functional performance objectives, which entail maintaining predetermined standards of performance for the repetitive systems and functions of the college; and (2) change objectives, which involve change to improve the college. Performance objectives are characterized as involving process, and change objectives as involving project. The traditional functional organization, which fragments authority and work domains and separates functions without showing how they must be joined to achieve objectives, is seen as a major contributor to difficulties in achieving them. A successful strategy for meeting objectives, however, requires that employees from different functional areas combine their efforts. A two-dimensional objectives grid is then described; the matrix matches horizontal rows representing positions in the college with vertical columns representing objectives of the college. The areas where the rows intersect the columns identify the jobs and persons whose contributions are needed to achieve each objective, thereby making these functional relationships explicit. For change objectives, which are typically delegated to special project teams or agents that are appended to rather than a part of the functional organization, the objectives grid melds the appended groups and operating structures into one organization. (MB)