DALLAS - Jeans, flip-flops, sneakers, T-shirts, sweats. These define the college student wardrobe, right?

Not at Paul Quinn College. Not anymore.

A closely monitored, "business casual" dress code that came in with new President Michael Sorrell is part of makeover he's driving at the beleaguered institution, which calls itself the oldest historically black college in Texas.

Named president in October after serving as the school's interim leader since March, Sorrell quickly ordered the dress code for students and made class attendance mandatory.

And there were other changes. In football-crazy Texas, he decided to save $600,000 a year by cutting the football program and, he chuckles, "lived to tell."

The charismatic 40-year-old Sorrell - a lawyer, businessman and political consultant - admittedly lacks the traditional academic background of a college administrator. But he has won converts among the student body, who say his full-speed-ahead approach to fixing Paul Quinn is just what the school needs.

"Some students say he is just trying to do this for publicity," said Kenneth Boston, the student government president. "Go sit down and talk with him one-on-one. Get to know him. Then you will understand what he is doing and why he is doing it."

The change that brought the most attention is the dress code. From Monday to Thursday, students outside their dorms are asked to put on slacks or skirts and collared shirts. On Friday, jeans are permissible. So are T-shirts, so long as they display Paul Quinn or fraternity/sorority logos.

Sorrell means business. Late for a meeting with student leaders and hustling from his office to the student union on a recent day, Sorrell stopped to bust a student whose yellow shirt bore no college or Greek logo. He sentenced the student on the spot to community service.

"Seriously?" the student asked.

"He's preparing us for the business world," said Laquasha Drisdale, a senior and student government chaplain.

"I think it's about leadership," Sorrell said. "It's about standards. It's about saying, 'Enough.' We are tired of pretending what has become acceptable is truly acceptable. It's not."

But Paul Quinn College has bigger problems than baggy jeans. Last summer, the school was put on probation by its accrediting agency, the Commission on Colleges of the Southern Association of Colleges and Schools. It faulted the school for failing to meet standards in several areas, including faculty competence, financial stability and student achievement.

And in the fall, former school treasurer James Fantroy was named in a federal indictment alleging he embezzled at least $5,000 from Paul Quinn. Fantroy pleaded not guilty.

Instability at the top has not helped. Sorrell is the school's fifth leader since 2001. Enrollment is down by about 100 students to 600 this year. The endowment has shrunk to less than $5 million, Sorrell said, and the school has been running with operating deficits. Buildings need repair.

But Sorrell has big plans. He wants to raise academic standards and increase enrollment to 2,000. A fund-raising campaign he's pushing will "raise more money than we've ever raised in this school's history," he said.

"There is no example for what we're about to do," Sorrell said. "We're going to turn what has generally been considered a mediocre historically black college into a great, small liberal arts college. That's where we're going."

There also may be no example of a college president with as unlikely a career path. The Chicago native played basketball at Oberlin College. He went to Duke University for a master's and then a law degree. He also has worked as an NBA agent, practiced law, and helps out on Barack Obama's presidential campaign.

The school's alumni seem unconcerned about Sorrell's inexperience in academia. "The alumni are overwhelmingly enthusiastic with the changes Mike has made," said Kevin Kelley, a 2000 Paul Quinn graduate who founded a Dallas law firm with a classmate. "His ability to fund-raise and bring in other supporters of the college has nothing to do with whether he has published any articles."

Sorrell said his business success should translate to academics, even if his forceful style has already pushed out about 20 of Paul Quinn's 150 faculty and staff members. Some of them left voluntarily and others were fired, said faculty senate president Rosa Simmons.

"There had been a modus operandi at this school that it has been almost acceptable to not do the best that you can do," Simmons said. . . . When we get someone like Mr. Sorrell . . . it is like a breath of fresh air."