A college president's view of managing the realities of community colleges is offered. He emphasizes the complexities of personnel management as it is integrated with the governance process. (LBH)

In a speech to CUPA's 1976 convention, a college president examines the personnel function of an institution. He calls for a human resources planning system that includes (1) a manpower forecast, (2) a succession plan, (3) a development plan, and (4) a staffing plan. (LBH)

Accountability expectations of a college president are outlined in this speech. The author, a management consultant, notes that an academic president is responsibile for program planning; standards of academic excellence; utilization of funds, facilities, and human resources; and forms of efficient governance. However, he does not have the…

A former CUPA president speaks with business officers about the personnel function. Consideration is given to: the top management environment; personnel management role and organization; goals and objectives; major policies; systems and procedures; communication and reporting; and performance management. (LBH)

The business perspective on the personnel function was presented to the 1976 Conference of CUPA's Western Region by these two chief administrators responsible for business affairs--one from a private institution, the other from a public one. (Editor/LBH)

This university dean suggests that the successful personnel officer can greatly enhance his role in the modern university by contributing to its effectiveness as a place of learning. This can be done by gaining the support of other university administrators in managerial operations. (LBH)

Organization development is discussed as an integral part of performance management. The author suggests that pooling resources provides for ongoing productivity improvement. (LBH)

The role of the University Personnel Counseling Service (UPCS) at Rutgers, one of the first employee counseling services in a major American university, is described. The author reports on work performance problems, case-finding methods, services, offices and organization, results, and cost-benefit analysis. (LBH)

Guidelines developed in brochure-form and distributed by the Affirmative Action Office at the University of Wisconsin-Stout are reviewed. They focus on interviewing women and minorities especially as an important part of personnel interrelations. Legal obligations and constraints are noted. (LBH)

Employee redevelopment is discussed as a sound, economical investment at New Haven University. It has helped the institution avoid layoffs and terminations by providing tuition support for faculty and staff studying at other institutions. The indirect benefits to the school outweight the direct costs of released time and tuition support. (LBH)

The growing number of professional liability suits against professors warrants a close examination of the need for and provisions of available insurance coverage. The evolution of tort liability, the question of negligence, and the professional liability policy are discussed. (LBH)

A successful affirmative action program requires coordinated effort throughout the institution. This article shares some of the benefits of experience with a three-year-old comprehensive program at Florida State University. (Editor/LBH)

Collective bargaining is not an appropriate arena for academic policy deliberation, but it can promote and coexist with separate governance mechanisms impacting institutional decision-making. The bargaining process is shown to have three stages: unionization, contract negotiation, and contract administration. (Editor/LBH)

Selection of an effective assistant to the president of a university requires a close look at the demands of being an alter ego with independent judgment, suggests a former assistant. (Editor/LBH)

Subjective impressions are reported about a recent job classification process at a university and recommendations are offered. Personnel included in the classification study were executive, professional, and administrative staff members in each of the colleges, the library system, and the middle-level administration of the medium-sized school.…