Management and supervision in a management by objectives system do not focus on the quality or efficiency of a list of activities. Rather, the manager and supervisor validate progress in reaching agreed outcomes. The implementation of a management and supervision by results approach requires (a) agreement on a statement of mission; (b) agreement…

Management by Objectives (MBO) can assist schools in clarifying the purposes of education. This management technique entails measuring demonstrable results to determine whether predetermined goals and objectives have been met. Evaluation under MBO need not put participants on the defensive; it does not necessitate a negative approach like…

The project has initiated a reorganization of the administrative structure of at least a portion of the Department of Education. Following a description of the project, the document presents a job description for the director of a division of planning, research, and evaluation; and lists the tasks and responsibilities of the planning, research,…

It is possible to remain faithful to the general intentions of management by objectives (MBO) while boiling it down to four major points. First, MBO places the emphasis on results rather than on resources or the ways in which resources are utilized. Second, responsibility for achieving these results is shared jointly by the superior and his…

The evaluation of administrative and supervisory personnel is receiving increasing attention by State legislatures, the public at large, and the education profession. At least nine States now mandate periodic, formal evaluations of administrative and supervisory personnel in their public schools. As a result of these State mandates and the…

This report contains workshop presentations by various State representatives on State education agency (SEA) use of management by objectives (MBO). The first presentation provides a conceptual "umbrella" of management and discusses six steps that are fundamental to management by objectives. The second presentation contains a concise…

This discussion of the Pennsylvania Model Project follows a flow chart to cover all aspects of the program: mission, awareness and understanding, advantages and disadvantages, commitment, needs assessment, isolation of problems, setting priorities, assessing the present program, reevaluation of priorities, planning staff allocation, goals and…

The creative management of change in a time of economic contraction requires planning reforms. Organizing for effective planning requires a total conceptual framework beginning with a stated mission and ending with a systematic approach to operations. Goals should be based on a market analysis of community educational needs and its translation…

In Section 1, this report, a third revision, describes and discusses the accountability legislation enacted in the United States from 1963 through 1974. Tables and graphs reveal which States have enacted accountability legislation and indicate how many States have enacted legislation in five accountability related categories: State…