Project USHER (Uniting Science and Humanness for Educational Redesign) is a management model which unites the concepts of management by objectives and participative management. This article reviews the rationale for such a model, describes the model, and outlines steps needed for successful implementation of this systematic approach to educational…

Considers the conflict betweeen a college's goals and its actual functioning in terms of contracts and the market value of faculty and administration; departmental operating and capital budgets and faculty hiring and spending restrictions; classroom evaluations and administrative authority; and committee assignments and access to the power…

Discusses major obstacles to excellence in community colleges: failure to develop adequate means for systematic, periodic, performance appraisal; failure to evaluate individual courses and programs periodically and systematically; failure to commit adequate time and resources to continued personnel development; lack of an adequate decision-making…

State directors of two-year college education were asked to rate the importance and time spent on 67 specific managerial activities and to identify the activities to which they should and would like to allocate more time. Long-range planning and staff development were of greatest interest to respondents, whereas negotiation was of least interest.…

Reports on a study to determine and analyze the most predominant mode of governance in community colleges as perceived by college presidents, deans, chairpersons, and faculty. Includes a literature review, a discussion of the use of the "transformational model" as the study's theoretical framework, and suggestions for further research. (CBC)

Argues that the need for research on the community college is intensified by the ever-changing character of learner needs and community conditions. Addresses two criticisms of two-year college research: the same questions are researched repeatedly and the effort overtaxes institutions. Calls for a stronger research base on the two-year college.…

Examines the Maricopa Community College District's management internship program, detailing the history and operation of the program. Describes program eligibility criteria, the intern's role as Vice Chancellor for Human Services, the provision of a graduate course in management, the rotation of assignments, intern projects, and evaluation.…

Presents results from a study of community college leadership, conducted to examine interactive leadership relationships between college presidents and the principal internal governance groups with which they work. Presents a model linking leadership style, group situation, and leadership effectiveness. Discusses implications for the future. (DMM)

Argues that community college administrators have placed too much time and hope in new management systems. Considers clarity of institutional goals, technological knowledge, decision making stability, and reliable information to be essential to effective management. Offers eight tactical rules for influencing institutional decisions. (DMM)

Reviews ERIC literature on selected topics related to community college governance, including bureaucratic, collegium, and political models of governance; organizational roots of community colleges; faculty participation in governance; and legislative shared authority. (DMM)

Proposes a decision-making model for organizing and structuring academic and occupational programs and choosing the most efficient management style. Recommends a comprehensive community needs assessment, completion of the Environmental Assessment Scale (EAS), determination of educational philosophy, and selection of appropriate college structure.…

Reviews a study of the formal organizational charts of 104 community colleges conducted to determine if a preferred organization structure exists in medium-sized community colleges and if organizational patterns are related to any definable characteristics or operating dynamics. (DMM)

Finds three areas of faculty/administrator interaction to have the greatest influence on organizational climate: goal setting and internal governance, application of resources, and organizational and personal development. Suggests strategies under each area for promoting a positive climate. Reports briefly on a panel's assessment of the analysis…

Offers suggestions to help community college administrators mesh the administration with other segments of the college. Underscores the importance of a clear written philosophy of administration; administrators' leadership role; faculty organizations that are not controlled by the administration or union; planning; resisting encroaching forces;…

Describes an experimental approach to academic bargaining used by Mott Community College, Michigan, to help the college move from divisional governance to collegewide policies through the collective bargaining process. Highlights the work of a joint committee of faculty and administrators in developing a divisionally controlled tenured faculty…