Offers a teacher self-assessment procedure that allows supervisors to provide direction to teachers in diagnosing their own strengths and weaknesses. (FL)

Certain aspects of decision theory provide guidelines for the principal who wants to manage meetings more effectively and avoid unnecessary ones. (Author/WD)

Offers school administrators eight suggestions for increasing the amount and quality of newspaper coverage, including writing a regular newspaper column, discussing educational coverage with the managing editor, inviting education reporters to observe school activities, using the district staff's writing talents, and holding news conferences.…

Suggests ways to make constructive principal-teacher conferences an integral part of a consistent, equitable teacher evaluation process. (Author/WD)

Narrates the history of an age discrimination suit against the West Hartford (Connecticut) Board of Education, arising from board attempts to limit hirings above certain salary levels. Suggests that school boards carry insurance against legal damages, retain hiring records, and hire administrators willing to be honest with unsuccessful job…

The task of the supervisor is to help the reading teacher learn and use tactics and strategies for improved questioning of students. (Author)

Examines five ways in which an administrator can improve school office management. (WD)

In order to help trustees fulfill leadership responsibilities, presidents should help them explore three areas of knowledge (the college, trends in higher education, and trends in society), identify and explore their specific governance responsibilities and behaviors, and guide them in balancing cost effectiveness, quality, and humanism. (MSE)

The author suggests several techniques for improving secondary school discipline which emphasize cooperation between teachers and principals, consistent application of the rules, and positive attitudes that promote school morale and reward good student behavior. (SJL)

Informal negotiations over teacher contracts serve to create an atmosphere of trust and to focus settlements on items of major concern. This article gives guidelines established during such a "nonnegotiation" process in Coldwater (Michigan). (Author/WD)

Offers suggestions to superintendents on allotting leisure time, evaluating new or innovative proposals, using staff evaluation as a tool for professional development, keeping management schemes sensitive to people, and using teamwork to capitalize on individual strengths and minimize weaknesses. (Author/WD)

Focuses on the functions of the campus grants office, which include developing an information system, building a campus fundability profile, maintaining a close interests, serving as liaison with community and granting agencies, and establishing a campus proposal review process. (AYC)

Contends that school administrators should take a careful look at business management techniques, with an eye to using them in the schools. (Author/JM)

Presents results of a Delphi study, conducted at the 1977 annual seminar of the National School Public Relations Association, to delineate the high priority tasks of a school district public relations officer or educational information specialist. (SJL)

A superintendent evaluation should focus on four elements: curriculum improvement, educational management, community relations, and fiscal affairs. (JM)