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that the universities are assumed to be irreconcilable
competitors； both in the popular apprehension and as evidenced by
the manoeuvres of their several directors； is too notorious to be
denied by any but the interested parties。 Now and again it is
formally denied by one and another among the competing captains
of erudition； but the reason for such denial is the need of
it。（3*）
Now； the duties of the executive head of a competitive
business concern are of a strategic nature； the object of his
management being to get the better of rival concerns and to
engross the trade。 To this end it is indispensable that he should
be a 〃strong man〃 and should have a free hand； though perhaps
under the general and tolerant surveillance of his board of
directors。 Any wise board of directors； and in the degree in
which they are endowed with the requisite wisdom； will be careful
to give their general manager full discretion； and not to hamper
him with too close an accounting of the details of his
administration； so long as he shows gratifying results。 He must
be a strong man； that is to say； a capable man of affairs；
tenacious and resourceful in turning the means at hand to account
for this purpose； and easily content to let the end justify the
means。 He must be a man of scrupulous integrity； so far as may
conduce to his success； but with a shrewd eye to the limits
within which honesty is the best policy； for the purpose in hand。
He must have full command of the means entrusted to him and full
control of the force of employees and subordinates who are to
work under his direction； and he must be able to rely on the
instant and unwavering loyalty of his staff in any line of policy
on which he may decide to enter。 He must therefore have free
power to appoint and dismiss； and to reward and punish； limited
only by the formal ratification of his decisions by the board of
directors who will be careful not to interfere or inquire unduly
in these matters； so long as their strong man shows results。
The details and objective of his strategy need not be known
to the members of the staff； indeed； all that does not concern
them except in the most general way。 They are his creatures； and
are responsible only to him and only for the due performance of
the tasks assigned them； and they need know only so much as will
enable them to give ready and intelligent support to the moves
made by their chief from day to day。 The members of the staff are
his employees； and their first duty is a loyal obedience； and for
the competitive good of the concern they must utter no expression
of criticism or unfavourable comment on the policy； actions or
personal characteristics of their chief； so long as they are in
his employ。 They have eaten his bread； and it is for them to do
his bidding。
Such is the object…lesson afforded by business practice as it
bears on the duties incumbent on the academic head and on the
powers of office delegated to him。 It is needless to remark on
what is a fact of common notoriety； that this rule drawn from the
conduct of competitive business is commonly applied without
substantial abatement in the conduct of academic affairs。（4*）
Under this rule the academic staff becomes a body of graded
subalterns； who share confidence of the chief in varying degrees；
but who no decisive voice in the policy or the conduct of affairs
of the concern in whose pay they are held。 The faculty is
conceived as a body of employees； hired to render certain
services and turn out certain scheduled vendible results。
The chief may take advice； and； as is commonly the practice
in analogous circumstances in commercial business； he will be
likely to draw about him from among the faculty a conveniently
small number of advisers who are in sympathy with his own
ambitions； and who will in this way form an unofficial council；
or cabinet； or 〃junta；〃 to whom he can turn for informal；
anonymous and irresponsible； advice and moral support at any
juncture。 He will also； in compliance with charter stipulations
and parliamentary usage； have certain officially recognized
advisers； the various deans； advisory committees； Academic
Council； University Senate； and the like； with whom he shares
responsibility； particularly for measures of doubtful popularity；
and whose advice he formally takes coram publico； but he can not
well share discretion with these； except on administrative
matters of inconsequential detail。 For reasons of practical
efficiency； discretion must be undivided in any competitive
enterprise。 There is much fine…spun strategy to be taken care of
under cover of night and cloud。
But the academic tradition； which still drags on the hands of
the captains of erudition； has not left the ground prepared for
such a clean…cut businesslike organization and such a campaign of
competitive strategy。 By tradition the faculty is the keeper of
the academic interests of the university and makes up a body of
loosely…bound noncompetitive co…partners； with no view to
strategic team play and no collective ulterior ambition； least of
all with a view to engrossing the trade。 By tradition； and indeed
commonly by explicit proviso； the conduct of the university's
academic affairs vests formally in the president； with the advice
and consent of the faculty； or of the general body of senior
members of the faculty。 In due observance of these traditions；
and of the scholastic purposes notoriously underlying all
university life； certain forms of disinterested zeal must be
adhered to in all official pronouncements of the executive； as
well as certain punctilios of conference and advisement between
the directive head and the academic staff。
All of which makes the work of the executive head less easy
and ingenuous than it might be。 The substantial demands of his
position as chief of a competitive business are somewhat widely
out of touch with these forms of divided responsibility that must
（formally） be observed in administering his duties； and equally
out of touch with the formal professions of disinterested zeal
for the cause of learning that he is by tradition required to
make from time to time。 All that may reasonably be counted on
under these trying circumstances is that he should do the best he
can； to save the formalities and secure the substance。 To
compass these difficult incongruities； he will； as already
remarked above； necessarily gather about him； within the general
body of the academic personnel； a corps of trusted advisors and
agents