Objective: This article explores entrepreneurial leadership behavior from the vantage point of mid- and senior-level administrators who lead international education initiatives at U.S. community colleges. Administrators' choices are examined to understand how they develop and use strategies for targeted problem solving within their institutional…

Recent improprieties by community college administrators have scarred the public trust. Efforts to secure against maladministration are firmly rooted in utilitarian and deontological ethics. In this article, the authors argue that these common approaches cannot remedy maladministration in the community college because utilitarianism and deontology…

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…

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)

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.…

Examines a study of patterns of faculty involvement in decision-making altered by the advent of collective bargaining. Characterizes the colleges involved in the study, and identifies the changes perceived by administrators and faculty union leaders with regard to faculty involvement in decision making in personnel, academic, and administrative…

Explains zero base budgeting and describes its use at Chemeketa Community College (Oregon). Suggests that better management, improved communication, and more economical procedures can result if all staff members and representatives from the community are included in the budgetary process. Provides a sample calendar. (JG)