Realizing their coaching program was not having desired effects for teachers or for students' achievement, leaders in the Manor School District in Texas revamped the district's coaching program. They created two "communities" encompassing all coaches in the district (since district schools were each doing their own thing with regard to…

Offers some practical advice for central office administrators desiring greater campus visibility, such as informing teachers before visiting classrooms. Central office "ivory tower" people cannot monitor schools and give them appropriate feedback without knowing what specific support is needed. (MLH)

A study indicates that supervisors and consultants are spending only a little over half their time in tasks directly related to the improvement of instruction. (Author/MLF)

In one Colorado school district, site-based management creates ownership for those responsible for implementing decisions by involving them directly in the decision-making process. This article summarizes the district's mistakes and accomplishments in defining terms and roles, providing support and training, resolving conflict, and managing…

Based on extensive policy and procedure reviews and on interviews with district administrators and staff development personnel in four school districts, this article identifies some promising procedures for managing school-based improvements within a district. This process, with specific administrative assignments, is discussed in detail. Includes…

The psychological fallout of school restructuring can paralyze central office staff. Superintendents need effective incentives to keep people engaged in organization-building. They must create a trusting, risk-taking environment, develop a shared mission, empower staff to make decisions, provide learning opportunities, afford professional…

Responses from 85 central office supervisors in Louisiana asked to describe actual job experiences that resulted in positive and negative attitudes toward their work. Their main sources of job dissatisfaction were interpersonal relations and school policy and administration. Sources of satisfaction were achievement and recognition. (Author/MLF)

Describes a comparative case study of three Georgia districts with demonstrated improvement in student achievement over three years. Shows how these districts created a climate for professsional dialogue, provided supervisory support, and welcomed leadership from various sources. Superintendents and central office staff were key facilitators of…

Site-based management is especially relevant for large, complex, and bureaucratic city districts. A recent study of six urban midwestern schools shows that effective SBM schools fully involve parents, challenge current principal/teacher relationships, eliminate destructive district/school relationships, build a trusting climate, create meaningful…

Specific problems (involving power, implementation, mission, time management, expertise, cultural constraints, avoidance, and motivation) are keeping school-based decision making from improving teaching and learning. Educators must begin with a clear mission, set explicit goals for the decision-making process, alter governance structures to…