To present a detailed description of what school superintendents actually do, not what they perceive themselves doing or what they ought to do, this project utilized unstructured, nonparticipant observation of six superintendents on the job. Four trained observers recorded the administrators' activities throughout every minute of the workday for…

This monograph consists of 12 short articles written by students enrolled in a basic course in elementary school administration at Indiana State University. The monograph is intended to provide some insight as to what future elementary administrators believe is important in administering an elementary school. Each article focuses on a slightly…

This guidebook is based on a 1971 seminar on career education for school executives and is designed to provide practical advice on how the school administrator can use the career education concept in a particular school setting. Career education is a constructive concept that may be adopted by any school system in the country, using its existing…

The article provides guidelines for beginning junior and senior high school principals in the areas of philosophy, program, personnel, and budget. Each area is discussed as a discrete item and interrelationships examined as they pertain to the role of a new principal. (Author/NQ)

The school administrator needs a multifaceted perspective of his role in order to guard against administrative dysfunction in five areas: specialization, systemization, socialization, synchronization, and saturation. (Author)

This study explored the expectations of principals and teachers for the functions of principals. Sixty-one principals and 120 teachers listed five things principals do frequently, the five most important things they should do, and the five most important skills/abilities they need. Results are discussed. (MT)

Introduces special issue on the role of the assistant principal. Briefly reviews the contents of a series of articles which examines research on assistant principals, describes their experiences and major functions, and discusses their potential contributions to managing and improving instruction. (KH)

Presents authors' abstracts of nine unpublished papers presented at the British Educational Management and Administration Society's annual conference in 1984. The conference focused on the interrelationships between the individual and the system, with emphasis on the position of school administrators within the educational system. (PGD)

Research emphasizes the connection between effective schools and the degree and quality of principals' leadership. Ethnographic studies show that effective principals create organizational unity, exercise judgment with discretion and personal accountability, exploit confusion to their own advantage, and balance stability and innovation. Management…

Tables of general characteristics of philosophies, administrative theories, and administrative practices related to the theories are presented to help school administrators assess their own beliefs and values and move toward the consistent conceptual framework necessary for improving their administrative behavior. (MJL)

The role and responsibilities of the English headmaster are examined and compared to those of the American principal. Suggestions are offered for improving schools by giving principals more responsiblilty and leadership ability. (DF)

For school administrators, the key to avoiding a court contest over student rights is attitude change, says the author. The principal must be firm, yet sensitive to societal changes that impinge on the school. He suggests positive action in the form of developing a student rights code. (Editor)

Claims there has recently been an awakening interest in Britain in training teachers for tasks involved in the running of schools. However, although there was a considerable amount of experience to hand as to what those tasks were, there was a lack of generalized information from which models of administrative behavior could be constructed. Points…

Characteristics of organization structure, administrator to student ratios, program integration, accountability flow, and decision-making were studied in 53 Ontario school districts. (Authors)