- Planning Types
Planning Types
Focus Areas
-
A framework that helps you develop more effective planning processes.
- Challenges
Challenges
Discussions and resources around the unresolved pain points affecting planning in higher education—both emergent and ongoing.
Common Challenges
- Learning Resources
Learning Resources
Featured Formats
Popular Topics
- Conferences & Programs
Conferences & Programs
Upcoming Events
- Community
Community
The SCUP community opens a whole world of integrated planning resources, connections, and expertise.
Get Connected
Give Back
-
Access a world of integrated planning resources, connections, and expertise-become a member!
- Planning Types
Planning Types
Focus Areas
-
A framework that helps you develop more effective planning processes.
- Challenges
Challenges
Discussions and resources around the unresolved pain points affecting planning in higher education—both emergent and ongoing.
Common Challenges
- Learning Resources
Learning Resources
Featured Formats
Popular Topics
- Conferences & Programs
Conferences & Programs
Upcoming Events
- Community
Community
The SCUP community opens a whole world of integrated planning resources, connections, and expertise.
Get Connected
Give Back
-
Access a world of integrated planning resources, connections, and expertise-become a member!
Planning for Higher Education Journal
Institutional Administration in Higher Education
Statics and DynamicsFrom Volume 6 Number 5 | April 1978By H. George FredericksonThis article attempts to assess some of the internal effects of external conditions in higher education. However gross the simplification, it can be said that external conditions in higher education mean that we have fallen on hard times. What we have is a sow's ear. And the best institutional management we could muster will not raise salaries, replenish supplies, replace old equipment, or repair buildings. If really great internal management will not make us a silk purse, what can we do? As a means of describing some things that can be done, consider several false correlates: (1) inherent merit and rational decisions, (2) growth and change, (3) relativity and responsiveness, and (4) tough decisions and participation.
MEMBERS ONLY
Attention Members: Log in to access this item.Not a member? Join now> to access this article and all journal articles for free.