This study attempts to examine the conception which faculty members at North Texas State University have of their roles in university governance. These views of role perception are then compared with those reported in the study by Archie Dykes5 (discussed in detail in Chapter III), whose findings were made at a large Midwestern university and then projected to other campuses across the country. The purpose of this research has not been to delve into all the reasons behind the various perceptions which faculty members on the North Texas campus--or any other--have regarding their participation in university governance; nor has it been designed to investigate the total occupational image held by faculty members in regard to all their roles. While such topics would indeed be worthy of additional research, this paper simply attempts to uncover, assess empirically, and compare the perceptions regarding faculty involvement in academic decision-making which are held by faculty members on the North Texas State University campus and in the Dykes' study.

Of the plethora of social problems with which government has had to contend in recent history, few have generated more controversy than the non-therapeutic use of drugs. Many of those which are currently in common use did not exist fifty years ago; but the most dramatic growth in non-therapeutic use has been experienced with a drug that man has known for centuries: marijuana.1 Known generically as Cannabis sativa, internationally as Indian hemp, popularly as marijuana, and in American slang as "pot" or "grass," the drug was introduced to the United States as an intoxicant by itinerate Mexican farm workers in the early decades of this century. The acknowledged use of marijuana in the ghettos and communities of ethnic minorities for several decades stimulated no public outcry with the exception of the sensational press campaigns which led to the passage of the Marihuana Tax Act of 1937.

The purpose of this study is to define more clearly the task of the city manager by examining the following perceptions of his role: 1) The city manager perceives himself as being an administrator, leaving the political realm to the city council. 2) The city manager is a policy-maker perceiving that his job includes providing objectives and goals for council and community. He uses his knowledge and experience to create an atmosphere within which various alternatives can be presented with full and free discussion of these alternatives. 3) The role of the city manager cannot be defined along the lines of two mutually exclusive statements. The job of the manager includes a combination of both administration and policy-making.