High school block scheduling is in its earliest stages. Although time structures have changed, usage has not. Block schedules are threatened when curriculum standards and student mobility are ignored, courses are improperly sequenced, funding for increased personnel needs is inadequate, performing-arts instruction is not accommodated, and…

The learning organization learns continually and has the capacity to transform itself. This article presents a model addressing three levels of interrelated learning (individual, team, and organizational) and discusses seven action imperatives. Creating continuous learning opportunities, promoting dialog and inquiry, and building teams are vital…

Assistant principals are a neglected variable in the effective schools equation. The traditional conceptualization of assistant principals as disciplinarians still prevails, despite these administrators' usefulness as change agents, motivators, ethical models, community relations agent, care givers, and innovators. (MLH)

Offers insights and themes observed in six restructuring schools studied in 1991-92. Results show that principals' importance varies, sharing of power is fragile, leadership and power are often dispersed, changes in decision-making structures sometimes improve instruction, and power redistribution and shared purpose can foster either increased…

A positive climate is characterized by a comfortable, orderly, and safe environment. A healthy culture exists when all stakeholders understand an organization's goals and purposes and work productively to achieve them. This article contrasts the "McSchool" (efficiency-celebrating) cultural model with the spaceship-discovery model,…

Humor can be a powerful, productive tool to help teachers succeed in the classroom. Humor cultivates spirit, alleviates stress, improves communication, and diffuses conflict. Reviews types of humor (satire, cheerfulness, eccentricity, and sarcasm), discusses humor's classroom uses and benefits, and shows how school leaders can introduce humor into…

Principals in restructuring schools are working in an increasingly turbulent policy environment that adds expectations but deletes little from their traditional roles. Two tasks form the basis of newly defined power relationships--delegating responsibilities and developing collaborative decision-making processes. Leading from the center means…

Legislators, school boards, and district administrators proposing more changes affecting schools and the principal's role should realize that many principals have little capacity to assume additional duties. Time constraints and external priorities are converting principals from instructional leaders to managers, while increasing their role's…

Leadership enlivens the school philosophy, mission, and vision and determines school climate and work culture. "Enculturating" principals are advised to envision a collaborative direction for the future, establish a clear mission/practice linkage, focus on solutions, be fair to others, foster staff development, create new networks, and…

Neglected in educational literature, assistant principals can nonetheless help principals by acting as vision codesigners, teacher coaches and evaluators, master schedule designers, program developers, instructional managers, and communicators. Shared instructional leadership allows for greater job control, flexibility, initiative, collegial…

Principals are responsible for initiating career development with teachers at all age and experience levels. Although most teachers want to remain in the classroom, many desire new and expanded roles. Principals can assist new teachers' socialization process and help mature faculty avoid the "plateau" trap. Includes 14 references. (MLH)

Although most principals and superintendents must be awarded annual or multiyear employment contracts by their school districts, such contracts offer little protection from reassignment to a lesser position or even from dismissal. Inadequate remedies for breach of employment contracts subject school administrators to working solely at their…

Hiring increasing numbers of paraeducators can provide additional learning support and a linguistic/cultural link to the community. However, such personnel may have frenetic schedules, responsibilities divided among several schools, and inadequate supervision and communication links. Recommendations for principals, teachers, and bilingual…

A study of 20 Vermont secondary principals and ex-principals examined what induced some to stay and many others to leave the profession. There are four significant issues: role definition; shifting power and authority; work relationships; and respect, recognition, and rewards. Survivors manage to maintain perspective, detach themselves, and escape…

Teachers cannot be members of learning communities without time for regular reflection, research, collaboration, and innovation. A private academy developed a formalized learning process dividing faculty into three groups. Each undergoes an evaluation year, a learning development year (with reduced teaching load), and a consolidation/practice…