A fictitious memorandum from Niccolo Machiavelli, a 15th-century author, to college presidents, senior administrators, and faculty leaders seeking change in higher education offers suggestions for organizational development and governance in the form of ten rules and related change tactics. Topics addressed include integrity, team-building,…

To compare diversity among institutions, the Stanford Project on Academic Governance established a typology with eight broad categories. These categories vary systematically on many features: environmental relations, professional task, and institutional complexity. They reflect diverse organizational features and different professional autonomy…

Reports a survey of every unionized college and university in the nation on the impact of faculty collective bargaining on traditional processes of academic governance, particularly faculty senates. One of several conclusions: the degree of threat that unions constitute depends on past history of the senate, legal framework, administrator role,…

Presidents in a cross-section of nonunionized colleges and in all unionized colleges, faculty union heads, system-level administrators, and central office union officials were surveyed to assess the impact of unionization on faculty senates. It was found that, although unions sometimes challenge senates, the dual system survives. (MSE)

The Higher Education Research Institute studied the impact of Exxon Foundation grants from the Resource Allocation and Management Program (RAMP) at 49 private colleges to determine if and how college planning and financial stability were affected by changes in management techniques. Rules for supporting innovations at various phases of a project's…