The challenges facing higher education are well known, and those particular to our programs in public policy and management are well articulated by many of our colleagues (Mergit, 2003; Holzer, 1999; Klay, 2000; Yang, 2005). Managing programs in higher education has generally become increasingly complex. Shifting demographics of students, rising costs and competition for resources, pressures to shift the cost burden to students, rapid advancements in technology, new demands placed on us by government and the corporate sectors, continuing calls for greater accountability, polarized political and economic attitudes, and increasing involvement globally shape the management environment. Deans and directors face a growing array of duties and responsibilities in this environment. There is a greater decentralization of responsibility for resource acquisition, with a strong focus on fundraising, growing legal requirements affecting the work environment, and greater demands for responsiveness and accountability to stakeholders (Wolverton et al., 2001). We are expected-and desire-to achieve diversity in every aspect of our enterprise, keep all of our programs at the "cutting edge," develop a global perspective and reach, strategically manage and secure financial resources, nurture the integrity of our college, and build collaborations and partnerships within our institution and externally. All deans and directors must meet these challenges, although the unique characteristics of each institution and program dictate that strategies to cope with them will take various forms.
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