Addresses four questions concerning the use of instructional television (ITV): Is the use of ITV punishing to the user? Is a teacher rewarded for not using ITV? Does it make any difference to a teacher whether ITV is used? Are there obstacles that prevent a teacher from using ITV? (Author/IRT)

Describes a six-step process for conducting a needs assessment in the schools. The approach is feasible and inexpensive as it allows each school to develop its own instrument. (Author/IRT)

The minimal procedures for implementing a management team are determining who will be on it, determining long- and short-range goals for the organization, identifying task areas as a basis for designing job descriptions and setting individual goals, holding formal meetings, and planning for periodic reassessment of progress. (Author/IRT)

Effective principal training should reflect the relationship of theory, training, and practice. The Contingency Framework for Administrator Development (CFAD) model is presented as a training program that can integrate administrative task areas, processes, and characteristics through theory and application. (MD)

Administrators can help teachers follow six steps to gain the skills and confidence to use computers in the classroom: (1) familiarization with microcomputers, (2) understanding classroom computer applications, (3) acquiring parent and community support, (4) finding appropriate software, (5) introducing computers to students, and (6) evaluating…

Teenage depression and suicide are a growing problem across the nation. A New Jersey high school has developed a crisis management team to deal with such problems. Twelve steps to take in developing such a team are provided, along with guidelines on the referral process, student representation, and community support. (TE)

Describes the implementation of and provides guidelines for duplicating a successful program replacing traditional inservice education approaches with a series of 12 lunchtime presentations over a school year. The program avoids teachers' end-of-the-day fatigue, permits long-term inservice planning, and provides a break from the routine. (PGD)

Provides 10 guidelines to follow in implementing a competency-based curriculum. The guidelines include not imposing the program from above, matching measurement devices to instructional goals, stimulating student support of the program, and allowing for easy adjustment of competency measures. (IRT)

Presents a theoretical model of internal-external communications and an example of an implementation procedure based on that model. (Author/IRT)

Risks are taken in establishing alternative school programs but they can be minimized by giving the proper attention to several critical factors. (Author)

Middle-level teachers can avoid passive seatwork and encourage students to think using a "guided thinking" approach, designed to help adolescents develop more sophisticated thinking and reasoning skills. Essential elements of guided thinking are described, along with an implementation strategy and the principal's role in fostering…

Middle level students have unique needs that can be met by a school advising program. Outlines the goals and a timeline for implementing an advisory program along with nine components essential to a successful guidance and advisory program. (MLF)

Middle level program planning involves three phases over three years: developing a written school philosophy, designing the curricular program, and implementing the plan to meet objectives. (Author/DCS)

Offers suggestions for gifted education programs in rural school districts, based on practices used in some eastern Iowa districts. Discusses such considerations as program planning, program implementation, program staffing, expanding or supplementing the regular curriculum for gifted students, and facilitating interaction among participating…

Developing, launching, and maintaining an assessment center plan requires continuous attention to three essential ingredients: communication, education, and politics. The four key considerations in developing a master plan are costs, scheduling, sources of funding, and terms of the agreement required by NASSP. A sample agreement is provided. (TE)