This is a qualitative case study focusing on reporting the dynamics that cause conflicts between academics and administrators in higher education in Yemen. Drawing upon a critical review of two policy documents, observational research and in-depth interviews with 59 administrators and academics, the article presents the key factors for conflict in…

For three decades, the scholars in the area of values in educational administration and the moral dimension of leadership have conceptually argued for and empirically explored the centrality of values to educational administration. This centrality may be expressed as the roles and nature of values in decision-making and conflict resolution.…

The political context of curriculum and program development was acknowledged at least as early as 1949 by R.W. Taylor, who, in his seminal work on curriculum, briefly acknowledged the political nature of curriculum design. Contemporary scholars have been much more direct in acknowledging power differentials and politics in the planning process.…

Faculty and administrators rarely assume their positions knowing how to manage conflict. Yet managers spend between 20 to 50 percent of their workday engaged in conflicts. Conflict is an overlooked area in the professional development of faculty and administrators. Senior level administrators such as deans and department heads and faculty…

Notes problems that center directors can face in everyday encounters and proposes a technique that can facilitate and help preserve fairness in difficult situations. Details the four components of the model: describe, express, specify, and consequences. Suggests that this strategy combines emotion and logic into a short message with clear…

This book's 14 chapters provide models of conflict management and practical guidance for those working in institutions of higher education. The chapters are: (1) "What's It All About? Conflict in Academia" (Susan A. Holton); (2) "Administration in an Age of Conflict" (Gerald Graff); (3) "The Janus Syndrome: Managing Conflict from the Middle"…

Reports on a study of the perceptions of 42 top- and middle-level administrators at 4 community colleges concerning the planning models and decision-making processes used at their college. Reports that both rural colleges relied on a consensus model, whereas the two urban colleges used autocracy and rational models respectively. (DMM)

The increasing complexity of management and planning within institutions of higher education has fostered the development of more sophisticated theories of management in higher education. Such complexity has also encouraged the development of a number of academic planning tools and models to aid administrators in management through access to data…

Based on a review of 500 sources dealing with change, this presentation sets forth the practical applications of change literature for school administrators. The report concludes that change is a term neither commonly used nor commonly understood, and that ther e exist few scientifically developed (i.e., theoretically based and empirically tested…

Decision-making and the models of decision-making that people carry in their minds were assessed. Participants in a public policy decision involving early childhood education were mapped onto four frequently used models of decision making: the rational, the bureaucratic, organizational process (Allison, 1971) and the garbage can or organized…