Authors scrutinize some of the underlying issues of career education. Disclaiming that career education can be a panacea to all the ills of modern education, they do attribute to it great potential for developing student self-awareness. And self-awareness, not job training, should be career education's primary goal. (Editor/RK)

Discusses a new focus for the principal: establishing for faculty members a feeling of proprietorship in the school. (Author)

Describes the purpose of evaluation, what benefits can be expected, and discusses the forces promoting and hindering the use of evaluative information. (Author/MLF)

Describes the development of ongoing, clearly defined, and structured problem-solving and shared decision-making machinery that has upgraded the role and importance of intermediate supervisors with concomitant benefits in their morale and their contributions to the school at large. (Author/IRT)

Five principals outline their decision-making processes, which include concerns over timing and process, teachers' well-being, deciding how to decide, student expulsion, and problem identification. (MD)

Shows ways principals can encourage teachers to use the findings of educational research in their classrooms and help their schools develop their own specific research. (MD)

Shared decision making is the best vehicle for planned change, according to this author. But, he reminds readers, if it is to work, clarification of the administrator's role and of his responsibility for setting the general pattern of leadership is needed. He believes that shared decision making is truly an art. (Editor)

This concluding article explores administrative programs submitted as exemplary approaches to effective school leadership. (Editor)

Principals' use of the curriculum council to develop the professional management function and establish a position of educational leadership is recommended. Additional benefits would include improved communications with staff and increased professional collegiality. (MJL)

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

A study of 55 New Jersey schools revealed that 35 principals shared none of the decision-making authority with subordinates. In 17 of the schools, half or fewer of the decisions were made by subordinates. Teacher contracts and recent legal rulings were cited as factors discouraging delegation of authority. (MLF)

The fourth R--reasoning--is prerequisite to successfully coping with life and its attendant and inevitable problems. (Author)

Cites evidence of the effectiveness of "System 4," a participative model of educational management, and urges school administrators to use it. (Author/JM)

After two semesters of using the four-block schedule, a Wisconsin high school experienced academic growth, improved grades and discipline, reduced stress, and a more personalized school environment. Interested schools should gain support, create a site-level decision-making model, demonstrate the need for change, clearly define restructuring…

Any plan to create a communications/governance structure to empower stakeholders must address several questions: rationale, potential advantages and disadvantages, problems to be considered, format, committee structure and responsibilities, and evaluation techniques. Includes 10 references. (MLH)