Describes the development of a system to identify faculty members who deserve salary adjustment and to determine the range of the adjustment. Examples are given to illustrate the method, which was developed by a Central Michigan University committee on salary inequities. (JT)

A conceptual framework containing three domains for an administrative perspective on faculty evaluation is presented. The first domain deals with faculty need satisfaction; the second centers on the instructors' work environment; and the third relates to the appropriateness of evaluation instruments. (Editor)

The author offers nine guidelines for setting up a Career Planning program. The ractical suggestions range from (1) "Build an information base" to (9) "Maintain personal sanity". They are based on her own experience in university counseling and career planning. (Author/BP)

This article analyzes the conceptual similarities and differences of clinical supervision, counseling, and consultation models in training of educational leaders. It also provides a conceptual model whose goal is to make supervisors aware of the implications of introducing consultation and counseling into the supervisory relationship. (TE)

Planetary leadership (wanderers who seem to meander through their organizations making institutions work and change) can be a critical component of institutional change. Literature about management and organizational change is reviewed, and a case study of a major academic change at a public, suburban community college is discussed. (MLW)

Criteria are set forth for a philosophy that could contribute to advancement in educational administration. Three broad areas are covered: (1) the ideas and methods of educational administration; (2) communication and verification in the field; and (3) values and the normative side of education. (TE)

Administrators need to have a strong sense of accountability. Mishandling of funds is obviously to be avoided; however, other decisions that are not as clear are discussed. Determining and avoiding whatever may diminish integrity is a safeguard for school executives. (MLF)

This book is written for practicing and prospective instructional leaders who want to develop reflective, collaborative, problem-solving contexts for dialogue about instruction. Some school leaders, though, have discovered ways to effectively integrate such leadership into their schools, and these methods are presented. This book draws on…

This paper unites theory and practice in examining the concept of "theory in practice." It contends that good administrators are theoretical about their work and that they construct categories using common, essential characteristics across similar situations so that few situations are viewed as unique. Two school superintendents were interviewed…

Article adapted from address at American Association of Collegiate Registrars and Admissions Officers Regional Association meeting.

Examines the stage of development (circa 1946) in the education of school administrators and proposes ways of improving efforts in this field. Discusses the respective responsibilities of school systems and university departments of education. (GC)

Reviews Douglas McGregor's "Theory X" and "Theory Y" views of teacher supervision. Concludes that supervisors need to understand the personal belief systems of the teachers they are supervising. (FL)

Reports the findings of a study to determine what procedural protections are afforded students at public colleges and universities who are faced with disciplinary or academic dismissal. The data are from 62 of the 85 public postsecondary institutions asked to provide published procedural guidelines. (Author/MLF)

Reports a study of the teaching of basic reading skills in secondary schools. Through systematic observations of classrooms, several key variables were identified which related to reading gains measured by the Comprehensive Test of Basic Skills. Several administrative practices important to successful remedial reading programs are also delineated.…

This article discusses the lack of communication between educational theorists and educational practitioners, particularly in the area of administrative principles. (SJL)