For academic administrators, the management of research remains a matter more of hope than expectation. It has proved particularly difficult to measure quality. Managers typically view research as an "asset". This essay argues that it is more useful to view research and its management as "process", and explores the implications of doing so for…

Reviews the accepted and published features of quality circles; examines the current practices in four organizations in the southwestern United States; interprets the use of quality circles in the context of human relations styles of management; and notes principles associated with successful quality circles. (JOW)

Compares the management styles of Japan and the United States. (JOW)

The variety of contexts, the politics of each situation, and the availability of resources all dictate variations in assessing outcomes. Seven major principles of program evaluation are considered, along with a cautionary note to the ambitious who expect large program effects. (Author)

Expectations of trustees have undergone a dramatic change in the wake of the Enron debacle, the new strictures of the Sarbanes-Oxley Act, and several new state policies, laws, and executive actions. Additionally, well-publicized examples of inadequate trustee oversight have affected the public's and policymakers' perceptions of higher education.…

Comments briefly on the importance of recognizing values in the administrative process, makes some observations about increasing value conflicts in society, and presents an approach to leadership and decision making which takes into account value systems. Builds on Chester Barnard's definition that leadership involves technological attainments and…

The administrative process research of four prominent sets of researchers of the 1950's is examined in light of the mode of scientific inquiry that prevailed. Analysis of four currently prominent sets of researchers in terms of present multiple ideologies reveals that researchers still work within a logical positivist framework. (MJL)

Examines the need for a unique administrative philosophy recognizing the dynamics of institutional growth and the personal evolution of Montessori teachers. Argues that the development of Montessori schools occurs in discrete stages; that development is interactive, incorporating elements of freedom, initiative, independence, and self-regulation;…

Presents the guiding philosophy of the North Avondale Montessori School in Cincinnati, Ohio. Discusses foundations of social responsibility, the use of Great Lessons to understand and appreciate the interdependence of all things, the identification and support of children's natural psychological tendencies brought to learning experiences, and the…

Presents eight operating principles for environmental trainers that provides a code of ethics for the safety of the trainees, teaching, professional development, and professional behavior. (MDH)

Inspired by Niccolo Machiavelli, this column offers beleaguered school executives advice on looking good, dressing well, losing weight, beating the proper enemy, and saying nothing. Administrators who follow these simple rules should have an easier life, jealous colleagues, well-tended gardens, and respectful board members. (MLH)

This paper proposes a method for understanding the relationships among the various value systems that underlie administrative thinking. The system takes into account the psychological faculties affecting ethical decisions, the philosophical orientations involved, and distinctions between the concepts of "right" and "good." The paper opens with…

The top-down authoritarian, large-scale business model underlying school administrative practice makes it difficult for schools to respond to complexity and change. Systemic transformation requires an alternative mind set that broadens ownership of leadership, cooperates closely with external stakeholders, and follows the self-organizing systems…

Inspired by the survivalist strategies of James Clavell's protagonist in "King Rat," this article advises administrators how to practice creative insubordination by informally lobbying board members, winking at obstructive rules, and pursuing devious ends in their school's interest. The best administrators take chances, hiding their…

Recommends and describes assertive management techniques for dealing with conflicts or problems in libraries: (1) listening to understand problems; (2) stating expectations clearly; (3) focusing attention on the real issue; (4) explaining situational givens; (5) compromising/negotiating when possible; (6) being persistent and patient; (7) giving…