The problem of this study was to develop a model for the administration of auxiliary enterprises in Texas higher education as a cooperative effort of administrators and input from other sources. The purposes were to determine which administrators currently have the responsibility for the management of auxiliary services, to evaluate the correlation between the type of administrator and the concern for fiscal and student needs, to identify problems and opportunities for useful administration, and to develop a model integrating the strengths of each administrator and the implementation of new ideas to improve auxiliary enterprise management. A survey instrument consisting of three types of questions was mailed to both Vice Presidents of Fiscal Affairs and Student Affairs at all 26 four-year public institutions in Texas. Part I questions were informational, designed to determine who administers auxiliary services. Part II consisted of 20 questions on a Likert scale to obtain both opinions on the theories of the research, and specialized knowledge of the administrators. Part III was free response to solicit ideas from the administrators for the construction of the model. Paired t-tests were performed to determine knowledge strengths of the administrators. All other information was presented in frequency tables or narrative summaries.

The problem of this study is to determine the administrative practices for securing the optimum use of instructional space in colleges. This necessitates the development of an instrument to evaluate these practices.

This study is a follow-up to a study completed by Dr. Thomas Barker in 1994 entitled The Status of the Implementation of International Education in Texas Four-year Colleges and Universities: A Comprehensive Study. A survey of 35 Texas universities and 6 out-of-state benchmark universities revealed information regarding the international programs at these universities in four areas. The four areas surveyed include: (a) administrative, (b) instructional, (c) international student support services, and (d) outreach. A summary of the survey results includes 34 tables detailing the university responses for the 2004 survey compared with the responses obtained from the original, Barker (1994). The results from the 2004 participating benchmark institutions were also reviewed. Texas universities continue to work toward the internationalization of the curriculum with increased numbers supporting an international focus in their mission statements and staffing patterns. Benchmark institutions continue to lead Texas institutions in a majority of areas surveyed. Funding for international education continues to be an issue for both the benchmark and Texas institutions. Changes in attitudes and immigration policies continue to affect the implementation of international programs on the university level. While universities continue to provide support to community and businesses in the area of international education, the extent of this support has decreased in the ten years since the Barker (1994) survey.

This study examined international education programs in Texas 4-year colleges and universities to determine how they compare to models found in the literature. A second purpose of the study was to compare Texas 4-year colleges and universities with out-of state benchmark institutions with a history of international education programs for over a decade. Areas examined in the study were: (a) administration of international education; (b) instructional activities of international education; (c) international student support services; and (d) outreach both in the community and abroad.

The problem of this study is the design of a comprehensive developmental profile for a Texas black college, based upon qualitative academic and nonacademic differences evident through comparison with a predominantly white institution of similar size and purpose. The purposes of the study are first, to identify features which differ between the selected black institution and the more highly rated white college. Second, to analyze differences discovered, and recommend a comprehensive program for upgrading the excellence level of the substandard institution.

The purpose of this study was to determine how deans of colleges within the state-supported, four-year universities in Texas use accounting information to allocate and control resources dedicated to faculty salaries, departmental operating expense, and instructional administration expense. Conclusions: 1. Communication is better between deans and financial officers at small universities than at large universities. 2. The relationship between line and staff appears to be misunderstood at several large universities. 3. Ten per cent of the deans at large universities and 2 per cent at small universities do not receive financial reports. 4. The financial reports, if comparative, usually compare year-to-date actual amounts with annual planned amounts. 5. Some of the deans keep their own set of financial records. 6. Deans are cost conscious and aware of the state formulas used in the state appropriation. 7. Many deans are frustrated and angry. 8. Most deans participate extensively in budgeting faculty salaries and departmental operating expense but 20 per cent do not participate in planning of instructional administration expense.

The intent of the study was to ascertain the importance faculty at Historically Black Private Colleges and Universities in Texas place upon academic activities of research, teaching and service. A survey of faculty at 4 historically black private colleges and universities in Texas (HBCUs) was conducted to collect data from 158 faculty members; 107 usable questionnaires were returned. A response rate of 67.7 percent was achieved. The pattern that emerged from the data indicates the HBCU faculty in this study lean toward teaching and service as being a viable measure for tenure and promotion. The HBCU faculty in this study should remain cognizant that they are an intricate element within the higher education discipline. According to the perceptions of the HBCU faculty, several indicated that their college/university is important; however, they indicated that their academic discipline is less important in comparison. According to the perceptions of the HBCU faculty, many respondents indicated that their job is a source of considerable personal strain. A comparison with the findings of the 1989 Carnegie Foundation for the Advancement of Teaching reveals more similarities than differences.

The problem with which the four-phase descriptive study was concerned is the extent of application of strategic planning by senior colleges and universities in Texas. The purpose was to analyze and describe the status of the planning based on the perceptions of the respondents and a specific set of characteristics validated by twenty experts.

As the U.S. population diversifies, so do its higher education institutions. Leadership at these institutions should be prepared for this diversification of students, faculty, and staff. The purpose of this study was to gain greater knowledge about the leadership styles and cultural sensitivity of department chairs. Survey research was used to determine if department chairs’ leadership styles correlated with their cultural sensitivity. The target population was department chairs from public universities in the state of Texas. The survey was distributed to 406 randomly selected department chairs. The participants completed three measures: Leadership Behavior Description Questionnaire (LDBQ) for leadership style, the Intercultural Sensitivity Scale (ISS) for cultural sensitivity, and a demographic questionnaire (gender, age range, race/ethnicity, and years of service as department chair). The sample included 165 usable surveys (40% return rate). The department chairs were primarily male (72%), White (78%), and over 50 (71%) years of age. First, a statistically significant negative correlation (r = -.431, p < .0001) occurred between LBDQ overall scores and overall ISS scores: As chairs scored higher on leadership ability, they scored lower on intercultural sensitivity. Second, leadership style by demographic variable displayed mixed results. No significant difference was found for leadership style by age, gender, years of service, or region of service. For ethnicity, White participants scored significantly lower than Minority participants on the LBDQ scales of consideration (t [162] = -2.021, p = .045), structure (t [162] = -2.705, p = .008), and overall (t [162] = -2.864, p = .005). Minority participants might work more diligently to increase their leadership abilities based on their higher LDBQ scores. Third, findings on intercultural sensitivity by demographic variable were mixed. No statistical significance was observed between any of the ISS scales and age, gender, years of service, and region. For ethnicity, Minority participants’ scores showed significantly lower intercultural sensitivity than White participants scores on two of six ISS subscales: interaction enjoyment (t = -2.46, p = .015) and respect (t = 2.107, p = .037). It was concluded that the Minority and White department chairs’ leadership style and intercultural sensitivity differences could be due in part to differences in the chairs’ ethnic affiliations, associated cultural backgrounds, and views of dominant versus non-dominant cultures. Recommendations for study are included.

The problem undertaken in this study was an attempt to discover the image Texas Baptists have of their eight colleges and universities, and to recommend steps to ensure a positive image. The two methods used to determine the image was a questionnaire distributed through a weekly newsmagazine, the Baptist Standard, and telephone interviews. From the study it was concluded that Texas Baptists have a positive image of their eight colleges and universities and rely on the Baptist Standard for their information. The major strength of the eight colleges and universities is the spiritual emphasis, and the major weakness is the high cost of attending a private college or university.