The purpose of this chapter is to explore the contemporary leadership issues and opportunities among those who lead administrative affairs functions from the middle of the organization. Included is a summary of the general challenges of administrative leadership, followed by specific considerations of the paradoxical environment at community…

Educational leaders who are second in command face specific challenges. Dealing with these stresses is integral to being successful in such a position. Seconds in command must learn to deal with that "caught in the middle" feeling: They need to accept what they can't change and change what they can, not get lured into badmouthing their…

Many organizations have had the experience of developing a well-thought-out strategy only to have the execution fail, often because midlevel managers and their direct reports were not in the loop. Managers stuck in the middle between knowing what they have to do and getting their people to do it often face the greatest challenge of their…

Directors of early childhood education programs often end up in the role of middle managers when it comes to being in charge of the budget. They often find themselves neck deep in fiscal dilemma. In this article, the author provides ideas on how directors can change the way they do business and have the income to address some of the issues of…

College purchasing officers need to dispel their image as penny-pinchers looking for the low bid and purveyors of paperwork who keep employees from the products they want. With competitive bidding and consortium buying, universities have realized significant savings. (MLW)

Discusses job socialization of day care directors working in a middle-management role. Describes four stages of thought patterns and beliefs systems as directors mature in professional competence: (1) blind compliance; (2) uncomfortable compliance; (3) working the system; and (4) redefining the system. (EV)

The higher education manager's situation and opportunities for growth and change are discussed. The possibilities for mobility and career advancement for higher education middle managers are reviewed. How performance appraisals may play a part in a middle manager's situation is discussed. (MLW)

How does a dean or department or division chairperson fit into the administrative structure of a community college? How do these middle managers best work with faculty? These are questions that have evolved in community and technical colleges, as they moved into this new century. The roles of the middle manager will vary by campus throughout the…

The purpose of this booklet is to provide, in chart form, a comparative overview of state laws for public employee bargaining that affect one or more levels of public education personnel at one or more levels of education. A short introductory section explains provisions listed in the chart as well as other important provisions of bargaining laws.…

New York State college and university personnel data for 1982-1983 are presented, with statistical tables providing employment statistics for specific institutions, as well as for various institutional classifications. In addition, employment trend data are included by sector for 1978-1983. Data are provided on the number of full- and part-time…

New York State college and university personnel data for 1985-1986 are presented for various types of institutions. Employment trend data are included by sector for 1983-1986. Data are provided on the number of full-time and part-time employees by position, and the number of men and women employed by position and by institutional classification.…

Whereas the new administrator will seek to become comfortable and effective in a leadership role, former administrators back on the faculty will find the change of position and pace unsettling again.