The work of state higher education system boards is changing. By "system boards," the author means governing boards for all of higher education in a state, governing boards for certain kinds of institutions (such as the Louisiana Community and Technical College System and the California State University system), and state coordinating agencies…

Calls for more effective management of the governance process. Reviews models of governance systems and offers suggestions for effective governance. Includes a checklist of questions to be asked of those responsible for governance systems in community colleges. (DMM)

Cautions that since education is complex, efforts to improve education must also be complex, extending beyond enabling principals to exert instructional leadership; that patient work is necessary to complete the absorption of changes; and that common standards for educational achievement do not necessitate standardizing teaching methods for all…

The position of assistant principal has been virtually ignored and sometimes maligned. Based on perspectives that arise from administrative theory, career development research, and school administration studies, this document describes the special nature of the assistantship, daily work, rewards, and frustrations. Five chapters include: (1) "What…

Explores the roles of community college trustees and how and why these roles have changed in the past decade. Examines the external pressures that affect the behavior of boards of trustees and the relationship between boards and chief executive officers. (DMM)

While a "lame duck" college president may have diminished authority, he may also enjoy an unusual opportunity to move the institution forward. Outgoing presidents who pursue a substantive agenda during their final months can calm fears and second-guessing, preserve institutional momentum, and conclude their term with the satisfaction of a job well…

A thorough review conducted by the right person can be a priceless tool for boards and presidents, incumbent and newly appointed, in guiding their institutions. Good reviews often carry more weight than accreditation reports. Article includes a reading list detailing the tools reviewers need to begin an institutional evaluation. (Author/MSE)

Quick phrases often hold deep meanings. Thirteen chief academic officers and deans were asked, "If you had several items of advice for new colleagues, what would they be?" (Author/MLW)

A new superintendent established an equal access to information policy with board members by answering questions submitted by individual board members and then sending the questions and answers to all board members--without identifying who asked the question. (MLF)

Advises school superintendents who sit at the negotiating table to develop personal detachment and remain quiet if the session is open to the public. Quotes several collective bargaining experts who say school boards are courting disaster if they allow superintendents to negotiate with teacher unions. (MLF)

This pamphlet discusses the original rationale for university systems, points out some of the problems existing because of the definition of that rationale, and proposes a new responsibility for university systems and a new challenge for their leaders. The pamphlet affirms that the system chief executive officer (CEO) and board of governors are…

Grievance procedures must be fast and fair to satisfy everyone and to disrupt the normal workflow as little as possible. The following factors help make for effective procedures: (1) binding arbitration, because it is orderly and unbiased; (2) contributions to contract language by the contract administrators; (3) absolute honesty about contract…

The purpose of this paper is to propose the "management team"--in which the entire administrative staff influences policy making--as the means for administering Ohio's public schools. Included in the paper are a statement of the problem, underlying propositions, some general principles, recommendations for action, necessary commitments,…

John Goodlad suggests that individual schools should be encouraged to establish their own priorities for improvement and should be supported by their districts and by networks of schools with similar concerns. He further suggests that subject area teaching should concentrate on broad concepts rather than on unlimited, discrete topics. (PGD)

A "devil's advocacy" approach is proposed for the management of higher education conflict and ultimate improvement in the quality of decisions. Research supporting the value of active questioning of a preferred plan or strategy is summarized and its application is described. (DB)