This book combines theory and practice to suggest a viable alternative to traditional practices of college administration and governance--the participative model which aims at developing cooperative relationships among the members of the college community as opposed to confrontation. The structural components of this model include an all-college…

This volume contains papers presented at three 1975 meetings of the National Symposium for Professors of Educational Research (NSPER). The papers cover the scope and nature of administrative performance (including the evaluation of administrator performance and the role of the school administrator), problems and issues in the evaluation of…

Five issues of mutual interest to faculty and administrators were chosen as the focus of this comparison of existing distributions of authority at three public state colleges and three public community colleges in Pennsylvania. Issues selected include: appointment, promotion, tenure, merit (salary increments), and curriculum. For the purpose of…

Most school officials now agree that teachers may negotiate with school boards over such items as the rights of the representative organization, the personal welfare benefits of teachers, and grievance machinery. Current disagreement centers on the question of whether or not items affecting the formulation of educational policy are negotiable. The…

The middle management position of departmental chairman is the point in the organizational structure of the educational institution where good supervision, management and administration must begin. A lack of understanding of the importance of the chairman's role has led to a neglect of the position in the administrative organization and a…

The central concern of the research reported in this speech was to investigate the relationships between the manner in which a senior high school principal administers rules and the teachers' perceptions of the principal's leadership, and staff militancy. The authors first discuss the conceptual framework for the study and then present the four…

The increasing complexity of school building requirements makes it important that educators clearly understand the nature of their role in the school planning process. This review surveys 21 documents and journal articles previously announced in RIE and CIJE that discuss the educator's role as it relates to the selection and duties of the…

The competency concept related to performance has recently been gaining a place in the professional literature, but its application to the specific field of educational administration has been limited. Several universities have moved towards competency performance-based administrator preparation programs, and the interest shown by the profession…

In this booklet, the author describes both the changing role of the school superintendent and nine ways in which today's administrators differ from their predecessors. He also discusses the role of the school attorney (1) as an advisor at law, (2) as a counselor on governance, and (3) as an attorney in litigation. (JF)

This speech discusses the roles of the superintendent and the chief personnel administrator. The author describes and then applies these roles to (1) employment and placement, (2) evaluation and followup, (3) collective bargaining, and (4) administrative leadership development. The author stresses the importance of the superintendent and the chief…

Examines work situations contributing to burnout as identified by school-based administrators in a Western Canadian school district. Findings from this qualitative study suggest than an improvement in human relations, time management skills, and increased positive feedback could promote self-esteem and lessen experiences of burnout in school…

The chief academic officer (CAO) must be prepared to deal with a variety of developing relationships, priorities, problems, and potentials. CAOs who survive and are successful must monitor development in many directions. (Author/MLW)

From 1870 to 1975, three types of school administrators were identified: the plateau administrators who remained at initial entry level assignments; vertical aspirants who actively sought advancement; and place-holders who began as vertical aspirants but for one reason or another were placed in non-decision-making positions. (Author/GDC)

Argues that trustees, finance officers, and other leaders of institutions of higher education must redefine and expand their traditional interactions beyond discussion of budgets and balance sheets if they are to guide change instead of being controlled by it. University leaders need to focus on their roles, share information differently, use…

Child care directors as supervisors are called on to develop, train, evaluate, and appraise child care workers, having varying levels of experience and training in these functions. The professional literature shows commonality in supervisory models in early childhood settings and that directors benefit from in-service training. (SD)