This author contends that student-teacher supervision cannot be done effectively in traditional ways. He discusses five myths of supervision and explains a program developed at Portland (Ore.) State University that puts the emphasis where it should be--on the supervising teacher. (Editor)

Faculty growth contracts are a viable way to define faculty ideas, chart the direction of professional growth, and assess teacher performance. Each contract includes a statement of yearly goals, means for accomplishing those goals, and a budget request. Guidelines are provided for implementing a faculty growth contract program. (TE)

Drawing on literature concerning department chairs' role as either administrators (line personnel) or teachers (staff personnel), this essay concludes that both roles are important and that well-developed human relations skills and managerial skills are equally necessary. (MJL)

One junior high school's discipline policies and guidelines for establishing similar regulations are offered in the first article. The second recommends transfers as a constructive solution to problems associated with an aging teaching staff and suggests procedures for a smooth change of assignment. (MJL)

This article proposes a formative appraisal system for improving classroom instruction that is characterized by a small number of teachers for each supervisor, cooperative goal setting, and the use of modeling techniques, low-inference observation instruments, and regular, timely feedback. Anticipated benefits include greater teacher…

The principal has a duty to assess the worth (make a summative evaluation) of the various parts of the organization, including teachers, and the further responsibility for making provision for the formative evaluation of the teaching staff with a view to assisting them in their personal and professional growth. (Author)

Strategies for meeting the challenges and responsibilities that the accountability movement implies for the school administrator, particularly the principal. (Author/MLF)

The role of instructional coach is being piloted in four schools within the Department of Defense Dependents Schools system. One teacher from each school is appointed as an instructional coach for teachers in the building to provide a range of services leading to improved instruction and student achievement. This collegial/instructional coaching…

A study of 579 preservice teachers in 9 different subject areas showed differences in personality patterns. The author believes that principals aware of differences in their teaching staff will establish better communication patterns and improve their schools. (MD)

Nine guidelines are presented to improve teacher recruiting practices in teacher shortage areas. The effort expended in getting good teachers pays off later in reduced supervision and staff improvement needs. (MD)

Identifies three styles of supervision as directive, collaborative, and nondirective; offers an inventory to help supervisors identify their styles; and suggests books, courses, and workshops appropriate to each style. (JM)

The supervisory challenge of the decade will be preventing teacher burnout. Suggestions are offered that administrators can use as part of the supervisory process to stimulate teachers to embark on a program of personal growth. (Author/MLF)

A review of several studies reveals factors affecting the success of teacher evaluations: frequency of observations; teacher involvement in planning and operating the process and coaching peers; definition of expectations; fairness of incentives; and suitable supervisory techniques. Teacher autonomy and the value of evaluations in personnel…

Argues that sweeping reform in the American secondary school is improbable, though conditions today make reform imperative. Describes the reforms that have endured, the barriers to change, and changes that can be effected with minimal structural adjustment. (Author/WD)

A brief description of a remediation and dismissal process that ensures due process for employees while encouraging principals to adhere to a strong code of professional and ethical conduct. (Author/MLF)