Fifteen case studies of decision making in colleges and universities are discussed. A "people-oriented" approach is emphasized; both humanistic and managerial principles are considered. The case studies concern: disturbances and dissent, sexual harassment, academic freedom, departmental mismanagement, community service, outside employment, intercollegiate athletics, inventory control, programs abroad, faculty misconduct and behavior in the classroom, discrimination, unqualified faculty, program revision, and part-time faculty. A resolution process is outlined that reflects the factors involved: a brief description of an issue that confronts administrators, the background and possible extenuating circumstances, the problem itself and precipitating circumstances, and suggested courses of action, together with options and attendant possible consequences. Each suggested course of action includes the principles, both philosophical and managerial, that led to the proposed conclusion. It is noted that each decision reflects the values of the administrator and should take into account the campus culture. Advice is offered concerning what college leaders should look for in selecting decision makers. An annotated bibliography is included. (SW)