The use of assessment centers to measure management potential is reviewed. Included are standards against which to evaluate centers, problems with the system, why many training managers prefer assessment to tests and interviews, and points to consider when converting an assessment center process to a management development experience. (CT)

During the 1990 fall semester, Department of Educational Administration and Secondary Education at Arkansas State University initiated a project to identify and address needs of the region's beginning school administrators. Needs were identified in school finance, school law, staff relations, student discipline and motivational techniques,…

Briefly lists the major issues which will affect organizations in the 1980s. Also looks at an evolutionary adaptation of quality circles appropriate for management, the "verteam" or vertical team circle. (CT)

Administrator training programs may compromise the ability of governors (superintendents) to offer an authentic "lay" input. This article explores the views of governors concerning the need for expert status. Training courses may contribute to a sense of inadequacy and to the tendency to become incorporated into an institutionalized…

A new methodology was used to measure the impact of a simulation workshop on job behaviors of adult education administrators who demonstrated significant changes 10 months after their inservice experience. (CT)

All local education authorities (school districts) should have a policy for management development. All staff who manage the work of other adults in school should receive the appropriate training as an entitlement; for many of the teachers involved the training should be school-based. Evaluation of training is also important and deserves greater…

To complement and strengthen its educational leadership program, East Tennessee State University, along with Brigham Young University, Florida State University, and Virginia Tech, formed a liaison with NASSP to help expand and refine administrative skills in decision making, leadership, sensitivity, problem solving, communication, judgment, and…

Mentoring, a powerful tool for developing and training school principals, must be managed wisely. Drawing on the experiences of a mentoring program operating in Singapore since 1984, this article discusses three major issues influencing success: mentor selection, program preparation and development, and program operation and organization.…

Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

During 1988 and 1989, a university education lecturer in New Zealand organized and directed a 2-year professional development program (the School Leaders Project) for 67 secondary school principals and assistants. Although the program's organization, content, and delivery initially facilitated participants' professional development, the…

The move from teaching to administration is pivotal for creating innovative leaders. The National Policy Board on Educational Administration has called for principal recruitment and preparation reforms. This article discusses the socialization processes leading to the principal's role and describes implementation, benefits, and problems of New…

Presents some observations from both mentors and proteges involved in a formal mentoring program at the National Institute of Education in Singapore. Data showed that the mentor/protege relationship is best initiated in an informal environment, thrives on clearly communicated expectations, moves through developmental and interpersonal stages, and…

Conducted a management and organization development program in eight mental health agencies. Describes the stages and activities of this 18-month effort and the results of its evaluation. There were significant, positive results for almost all the participating management teams as well as for their organizations. (Author)

Principal job satisfaction is a neglected research area. This article considers existing data and introduces the Nominal Group Technique as a possible data-collection method. Results of the author's research with secondary headteachers in northern England are presented and discussed. Headteacher development and a substantive theoretical base for…

The paper reports the development of a set of planning materials (a series of eight booklets) to assist local special and vocational education administrators to overcome barriers to program and facility accessibility for handicapped students in vocational, occupational, and technical education. The project was conducted in three phases: (1)…