Describes management experiences at University of California--Los Angeles (UCLA), University of Minnesota Biomedical Library, and California Institute of Technology. Discussions include development of ORION (UCLA's online technical processing and information system); organizational changes occurring as result of large-scale automation;…

The emergence of the information age is necessitating the idea that political systems, which govern collegiate organizations with bureaucracy, be replaced with management systems that employ "third wave" principles to produce a zenith of pedagogical productivity. (Author)

Twenty-six laws or guidelines, distilled from the present author's experience in university administration, are presented as guides for personnel selection and management. The guidelines discussed relate to instructional effectiveness and administrative efficiency. (SLD)

Purpose: To show that the practices, processes and resources for the management of the university environment should be aligned to meet the ever-growing demands of sustainability and its motivations should be clearly spelt out to all stakeholders. Universities should also strive to become leaders in the development of effective environmental…

As administrators work through contextual persuasion to affect people, activities coordination hinges to some extent on the quality of a leader's argumentation skills. Policy administration is a process of arguing explanations. Six categories vital for administrators to cover to deter critics while putting forward policy are: relevant information,…

This document presents minimum standards for programs serving gifted and talented students. The first chapter discusses program design standards, with a focus on building a flexible system of program options throughout general and special education that can be matched with the needs, strengths, and interests of gifted and talented students. The…

Ways to develop and manage partnerships between colleges and industry are discussed. The broad educational, economic, social, and political contexts supporting such partnerships are reviewed, along with the important supporting roles of government and third parties. The dynamics of different partnership arrangements are examined, including…

Forty-five principals were interviewed concerning their experiences with and perceptions about serious incidents of teacher misconduct. The principals protected the image of the school by heading off, dampening, and containing the incidents. They preferred to resolve incidents in-house, but resorted to formal sanctions when necessary. (Author/DC)

Value is the benefit derived from an enterprise's assets by its stakeholders. For colleges and universities, value is derived by students, faculty, staff, other knowledge seekers, alumni, donors, suppliers, and stakeholders. They derive value through experiencing the institution's programs, services, knowledge assets, and other resources. This…

This monograph provides readings in ethical thought and professional ethics in educational administration, supplemented by case studies illustrating ethical problems administrators face. Comments on the field of ethics and the importance of administrative ethics introduce the booklet, along with background information about the booklet and…

Presents a model that administrators can use to control the teaching-learning process. Definitions are provided for the model's six elements: budgeting, reports, policies, organizational structures, professionalism, and staff selection and training. Notes that involvement of teachers and students in the control process minimizes communication…

John Naisbitt's "Megatrends" has implications for schools. Since most jobs require information processing, schools should teach students to operate computers, and develop their critical thinking, literate, numeric, and interpersonal skills. Administrators, as facilitators, should employ planning processes which include staff, students…

This excerpt from "Managing the Facilities Portfolio: A Practical Approach to Institutional Renewal and Deferred Maintenance" offers higher education business officers a conceptual framework comprising four steps: (1) establish baseline; (2) estimate needs; (3) compare model alternatives; and (4) report to management. (DB)

This book is a guide to the many roles of an academic dean who has jurisdiction over academic departments and programs that include faculty members, budget, and curricula in colleges and universities. The work advises on ways to recognize and solve the problems that confront academic deans. The topics treated include the following: the allocation…

The first part of this publication delineates, in capsule form, the responsibilities of superintendents and other members of an administrative team. Thereafter, seven basic principles are presented that contribute to a sound, productive relationship between school boards and administrators: (1) a specific written description of administrators'…