This book attempts to link academic theory and research on educational practices and organizational administration to classroom practices. Written within the framework of the social and behavioral sciences, it describes and critiques concepts, analytical tools, case material, and organizational theory and behavior from the public, business, and education sectors. It presents the notion that the field of educational administration tends to be configured around three holistic conceptual frameworks: (1) the classical hierarchical model; (2) the social systems model; and (3) the open system model. These three models say a great deal about how an organization functions. The book addresses the key processes of communication, leadership, motivation, conflict, and organizational change and how they influence educational administration. It also explains how and why it is possible for one school to be "smarter" than other schools, a concept highlighted recently by management science. Following each of the 13 chapters are cases studies built on the knowledge base of the chapter and discussion questions intended to initiate examination of important issues. (Contains a name index and a subject index.) (WFA)