This study chronicles the contributions of Bill J. Priest under the headings of Board of Trustees governance model, multi-college district, quality first: facilities and staff, curriculum, counseling, public relations, telecourses and the Bill J. Priest Institute for Economic Development. Data were gathered from personal interviews, primary sources and secondary sources. The study includes an overview of the emergence and evolution of the junior college with specific focus on the conceptual beginnings of the Dallas County Community College District and the selection of its founding president, Bill Priest. Professional and personal profiles of Priest are documented as background for the study. Conclusions are that Bill Priest established the Dallas County Community College District as a national model of a multi-college district, was instrumental in affecting the change from junior college to comprehensive community college as the standard for two-year higher education institutions, played a significant role in setting the national agenda for the community college movement through his long-term participation in a leadership capacity in the American Association of Junior and Community Colleges and through the establishment and selection of leadership of the League for Innovation, was instrumental in the creation of the Associate Degree of Nursing, was a national leader …

Although several studies question information technology's contribution to productivity, organizations continue to invest in client/server systems (CSSs) particularly as enablers of business process reengineering (BPR). These efforts may be wasted if they do not improve business processes. This study focused on business processes and investigated the role of workstation-based CSSs in changing business processes. A multiple case study of workstation-based CSS databases in three organizations was performed with the proposition that they moderate the relation between managerial action and changes within business processes. The research framework suggested that changes to business processes are achieved by reducing uncertainty. In order to measure change in business processes, this study categorized business process change into: (1) compressing sequential tasks across functions, (2) compressing tasks vertically within the managerial hierarchy, (3) eliminating slack resources, (4) reducing the distance between the point of decision and the point of information or eliminating intermediaries, (5) reconfiguring sequential processes to operate in parallel, and (6) linking parallel activities during the process. Data collected from questionnaires, interviews, and observations from three case studies were used to construct network diagrams, relationship matrices, reachability matrices, and task tables of business processes. The results of this research partially support the proposition that …