Leadership, as it is practiced today in community colleges, has taken three brilliant ideas to excess and made them into guiding ideologies. The first is "growth," a means for gauging organizational legitimacy and success that has eclipsed other means. The second is "complexity," which has gained acceptance as a structural necessity for managing…

Forces inside and outside community colleges are changing the context for performance and mandating new conceptions of effectiveness. This article addresses the future of institutional effectiveness in community colleges. Its emphasis is on what is measured and why, beginning with a retrospective look at early efforts in effectiveness, moving to…

This chapter begins with a retrospective look at governance in community colleges based on a working understanding of governance as a correlate of decision making. In its simplest form, governance is "a process for distributing authority, power, and influence in decision making among constituencies" (Alfred and Smydra, 1985, pp. 201-202). What…

Emphasizes the need for effective leadership and management to cope successfully with reduced resources. Outlines benefits produced by two-year colleges to be considered in policy making, including student growth and development, service to community needs, impact on the community; and impact on other educational institutions. (MB)

The decentralization of educational programs and services in the direction of community-based institutions will involve revolutionized management systems, new legislation on all levels, the demise of traditional organizational structures, and a redistribution of resources. (Author/NHM)

Argues that financial administrators in community colleges must be cognizant of trends in public policy at federal, state, and local levels if the financial strategy guiding resource allocation is to be effective. Looks at emerging conditions affecting public policy and their implications for community college financial administration. (AYC)

Addresses the issue of current and emerging models of faculty and student participation in community college governance. Describes the functional, coordinated systems, and rewards/incentive models of participation. Argues for decision-making processes that fully use the resource potential of faculty and students. (DMM)

Examines changing environmental conditions facing community colleges. Uses a symbolic interaction model to analyze leadership potential for institutional development. Examines the compatibility of leader and organizational behavior with emerging conditions. Identifies problems in the leadership capacity of presidents/chancellors facing change and…

Outlines the strategic (i.e., demographic, economic, political, social, and technological) conditions that influence resource allocations to community colleges. Argues that assessment of these conditions as well as of the outcomes and benefits of college programs are critical to improving the colleges' funding base. (DMM)

Addresses issues related to the evaluation of community colleges' economic development efforts, describing the context for evaluation in terms of the external environment and college management/governance; practical realities guiding evaluation; steps in designing an evaluation programs; and the application of results to decision making. (DMM)

Stresses carefully planned preservice and inservice education for faculty to overcome negative past experiences and training and assume new leadership roles within community colleges. Describes characteristics of faculty alienation, including powerlessness, meaninglessness, normlessness, isolation, self-estrangement, and outlines redefined roles…

Provides an overview of the changing community college management landscape and compares the possible outcomes and influence on an institution of various college management styles. Suggests that the most successful colleges will be those that emphasize leadership, accountability, involvement, and integration over management, control, complacency,…