Discusses recent court cases in the states of Washington and Pennsylvania that mandate equal pay for equal work for school personnel and offers suggestions to school administrators for dealing with requests for censorship in public schools. (JBM)

Establishing a district's gifted education program involves (1) building support among other administrators, (2) involving teachers, (3) planning the program through a school-community committee, (4) developing a budget, (5) having principals coordinate the program, (6) maintaining parent support, and (7) not favoring the gifted program over other…

The disciplinary policy at Chapelle Elementary School in Ypsilanti (Michigan), developed with staff participation, classifies some student behavior as "unacceptable" or "inappropriate." Either behavior requires the teacher to fill out a pink slip and send it with the student to the principal's office, but only unacceptable…

Some schools are replacing rule-bound discipline programs with instruction that helps students make ethical judgments and decisions. A recent review of 40 classroom-management studies finds teachers responsible for designing lessons that engage and motivate students, communicating procedural expectations, and using unobtrusive techniques to hold…

Although schools are increasingly adopting site-based management (SBM), little uniformity exists among districts. SBM is suffering from growing pains and "shop-floor realities." Principals and teachers are managing schools through trial-and-error. Many principals are paranoid about their changing roles, and teachers are struggling with budgeting…

Reports on the Stockton (California) schools' assessment program, used in the selection and promotion of all school site and central office administrators. Describes seven exercises used for evaluating key management skills of elementary, middle, and secondary school principals. Explains the process of acquiring trained assessors. (IW)

To be effective, principals should develop political skills. Techniques include taking the offensive, anticipating problems, developing school guidelines, and building a support network. (CJH)

Tupelo (Mississippi) Superintendent Mike Walters eschewed his former "happy bureaucrat" role for a facilitative role allowing teachers to reinvent curriculum and instruction. Inspired by Deming's continuous-improvement precept and aided by a $3.5 million grant from the area's Fortune-500 business community, this superintendent finds…

Suggests the following three steps for effective management of playground aides: (1) developing better screening procedures for hiring noncertified staff; (2) devising a systematic inservice training program on supervising student behavior outside of the classroom; and (3) establishing a system of school discipline that involves visible support…

Principal Charles E. Mingo is working to revolutionize Du Sable High School in Chicago located near the nation's largest public housing development. Mingo and his staff have reduced truancy, doubled the percentage of graduates, and started an alternative school for dropouts. (MLF)

The qualities that school boards and others expect in superintendents are not being met. Solutions include (1) better training, with enrollment in management courses; (2) internships; (3) first-year support groups; (4) inservice training; and (5) personal development. (MLF)

Although David Hornbeck became Philadelphia Schools' new superintendent in September 1994, critics are already saying the honeymoon is over. In a school system characterized by student absenteeism, high dropout rates, minimal community support, and declining resources, Hornbeck's reform agenda (Children Achieving) may receive inadequate support.…

Analyzes three scenarios featuring champion educators' efforts to challenge business-as-usual predilections of school administrators. School systems can develop innovative, future-directed programs with effective planning, administrative support for creative teachers, and testing for results that match school values. (MLH)

Bill Anton, superintendent of the Los Angeles Unified School District, faces an explosive growth of culturally diverse students, a fiscal crisis, and threats of a strike. Despite these major problems, he remains optimistic that the district will overcome its current problems. (MLF)

Profiles Atlanta's first Black superintendent, Alonzo Crim, who discusses 11 years of achievements, particularly the creation of a "community of believers" perception in the public mind. Board members and teachers provide evaluative commentary. (KS)