Reports on a survey of faculty and administrator attitudes toward, and use and knowledge of, instructional television. Suggests strategies to increase the use of instructional television; e.g., create a need for change, promote the advantages of instructional television, and show how instructional television is compatible with institutional…

Explains the reasons for changing the name of Henderson County Junior College to Trinity Valley Community College, and the successful education and public relations campaign that accompanied the phased-in name change. (DMM)

Reviews concepts of effectiveness appearing in the literature as a context for discussion of changes necessary as community colleges move from concern with enrollments to outcomes. Defines alternatives open to colleges in terms of organizational culture. Identifies five strategies used by colleges in pursuit of increased effectiveness. (DMM)

Describes a study of the institutional adaptations and strategies employed by community colleges in minimizing the problems associated with changes in sources of revenue. Summarizes findings based on a literature review and a survey of college presidents. Recommends strategies for adjusting to funding changes. (AYC)

Looks at three areas in which college administrators should ensure that computers are available for faculty use (i.e., instruction, personal scholarship, and administrative tasks). Suggests ways of overcoming faculty resistance to computers and steps in a carefully planned and managed process of improving computer literacy. (DMM)

Provides a rationale for integrating general education in vocational studies. Offers examples of institutions with such integrated programs, and suggests strategies for curricular change. (DMM)

Analyzes the major factors in the failure of student retention programs in community colleges by using an eight-phase hypothetical retention model which is compared with 18 principles of planned change. Concludes with generalizations and explanations for retention program weaknesses. (WL)

Describes leader behaviors that create a constrained and negative institutional climate, illustrating those behaviors with detailed scenarios. Urges leaders to maintain formal and informal communication channels to monitor how their behavior is perceived, and to use this information to develop positive leadership behaviors that can change…

Discusses six elements necessary to effect change in a community college: the motivation to change, a vision of the future, knowledge of the institution's present status, a planning framework and process, adequate personnel and financial resources, and an evaluation/assessment mechanism. (DMM)