Suggestions for a new language department chair are presented. They include the following: assemble teams to help; be accessible; learn administrative details; make decisions; create a procedures manual; be chair of all the department; and be an individual. (LB)

The reward structure in higher education is reviewed, followed by a discussion of the way it is viewed and the terms in which it is discussed outside as well as inside the profession. The reward structure in foreign language departments is then examined. (Contains 86 references.) (LB)

The department chair's responsibilities for program planning and development are discussed, embracing three broad areas: conception and development of new projects, application and inclusion of projects in the department's course of study, and cultivation of agreement and support within the wider college community. (LB)

Discusses conflict resolution and describes the experiences of dealing with conflict encountered by a new chair of the foreign language department at the University of Nebraska. (six references) (VWL)

Examines the shift in the role of the college and university language department head from that of colleague and leader to manager, resulting from changing institutional and professional culture. Argues department chairs must read recent research on department leadership, learn about changes in higher education and the faculty's role, and…

Discusses the effect that human relations have on the administration of college foreign language departments. It is argued that department chairs need to be aware of their responsibilities to administrators and faculty, establishing a blend of positive interaction within the department and respect for their leadership position. (three references)…

Argues that two forms of leadership exist currently in college and university foreign language departments: the top publishing and public-speaking scholars; and the people who chair the departments, dealing with the daily business of staffing courses and working with faculty and administrators. Suggests the two types of leaders operate in…

Discusses how department chairs can adapt psychological research about decision making to help carve out a central place for departments in the changing and increasingly international campus, presenting five areas to explore: alliances with units on campus, alliances with the college of education, training of graduate students, opportunity for…

Highlights the results of a 1994 telephone survey conducted by the Modern Language Association (MLA) of a sample of English and foreign language departments designed to ascertain changes in department size, faculty vacancies, student enrollment and majors, staffing, and course offerings over the 1980-94 period. (MDM)

Reports in detail the results of a 1994 telephone survey conducted by the Modern Language Association (MLA) of a sample of English and foreign language departments. The survey was designed to ascertain changes in department size, faculty vacancies, student enrollment and majors, staffing, and course offerings over the 1980-94 period. (three…

Findings from the Modern Language Association survey, based on returns from 598 2- and 4-year colleges, are reported. Factors affecting department chairs' conditions of service and perquisites were found to be the presence of a union; levels of instruction offered; number of students; number of languages offered; and faculty size. (Contains two…

College language department heads are encouraged to become proactive in responding to change in higher education by: undertaking departmental planning; ensuring good teaching; emphasizing collegiality; thinking creatively; becoming part of any college restructuring process; identifying allies on campus; staying informed about institutional…

Describes 10 years work as a foreign language department chair, 8 years of which were at the State University of New York in Plattsburgh and the other 2 years at East Carolina University. Focuses on five interrelated issues that have been dealt with at both universities: threats to the department, technology, resources, personnel, and constituency…

Examines one university's tenure system, where unionization efforts produced a mildly revised tenure code. Despite this new tenure support, in the Spanish department, tenure and tenure-track appointments have significantly eroded, and the two-tiered system is destroying the discipline. Modern language professionals are urged to act on the…

A survey of the Language Program Coordinator (LPC) role in higher education deals with conditions of employment, professional training, support for professional development and research, the nature of the LPC's responsibilities, his or her relationship to other members of language departments, and professional status. (17 references) (CP)