Surprisingly, few administrators worry about Bok's ability to raise funds, that quality of President Pusey's which has been his chief defense since 1969. As Law dean, Bok oversaw the Sesquicentennial Fund drive which netted a substantial $15 million. And while he may not have Pusey's appeal for the classes of the 30's and early 40's (which, incidentally, have the most money at present), Bok, young and dynamic, will be able to reach the post-war classes (which are going to have the money) much more easily.

The fiscal responsibilities will, for the most part, be farmed out among assistants, however. Bok's stated obligation is to education; as he says. "There is an obvious need to make contact with the alumni, but I don't think a President can do the job I think is needed if he spends a great deal of personal time raising money." So Bok plans to "develop the machinery [to raise funds] with capable people in charge." The obvious choice to head this machinery is the new vice-president for Financial Affairs.

No one doubts that for the past five and a half months, the man who has been calling the shots in the Administration is Derek Bok. He, not Pusey, has been responsible for making the appointments and policy decisions which will directly affect the composition and direction of his administration.

The only major appointment, aside from the three vice-presidents, was the selection of Albert M. Sacks, Bok's associate dean at the Law School, to succeed him as dean. However, Sacks was a clear choice for the position, so Bok's first appointment of major significance will be that of a Provost.

"I remain very much attracted to the idea of having a Provost," Bok said when discussing the Law dean-ship. But, he added, he will probably hold off any decision about a Provost until he has been in office for six months to a year.

Some Faculty members maintain that the delay is aimed at relieving pressure on Bok to make Dean Dunlop Provost. But Bok dismisses that theory, contending instead that he had trouble convincing Dunlop to remain as dean of the Faculty.

One main obstacle to Dunlop's becoming Provost is the problem Bok would face in finding a replacement for him. Dunlop is a member of so many committees and wields so much power within the Faculty that Bok's desire to stabilize Faculty politics may override the temptation to promote him.

Bok cites three reasons for postponing a decision about a Provost. "First," he said, "I will be better able to see precisely what responsibilities a Provost should take from me after I've been in office for a while. I have to decide how I am going to be spending my own time before dividing responsibilities.

"Second, I will be in a better position later to judge exactly what kind of skills and background will best complement my own background. And third, through close personal working relationships my knowledge of the people in the University who could fill the role of Provost will be vastly greater."

Bok also speculated that someone outside liberal arts may best complement his law background. He thus reinforced his freedom of choice in naming a Provost, if indeed he decides he wants one at all.

If any American educator were asked to name the most mobile figure in higher education in the last five years, the response, without the slightest hesitation, would be Derek Bok. Indeed, he has risen from the position of professor of Law (he was appointed full professor in 1961) to the dean-ship of the prestigious Law School in 1968 and now to the Presidency.

Bok is never static, that fate to which so many academicians succumb. He is a determined mon; his mild manner is broken only by the hard, direct line he pursues in support of firm beliefs. Bok's style of leadership is one not only of form, but of content. It is characteristic of Bok that he concentrates his energies on single tasks-never has he been guilty of overextending himself.

Up until the time he was named to succeed Erwin N. Griswold, now Solicitor General of the United States, as Law dean, Bok was a professor of Law and little else. He often resisted the practice of indulging in committee proceedings and he was careful not to overcome himself to extracurricular activities. Bok studied labor law, taught it and wrote about it (with Archibald Cox, he published Cases and Materials on Labor Law in 1965).

But contingent upon his acceptance of the dean-ship, Bok immediately divested himself of responsibilities as a professor and plunged head first into the new job during what became one of the most urbulent periods in the School's 155-year history. He allowed himself a prescribed number of weeks to finish the book he was working on at the time with Dunlop ( Labor and the American Community ); he met that schedule and became at once, and completely, the dean.

Similarly, when the announcement of his selection as Pusey's successor came in January, Bok set a two-week timetable to clear out his desk as dean and begin assimilating the duties of the President. He vowed to "devote six months exclusively to trying to inform myself both by going to other institutions and by learning more about the different parts of this one."