The Anglo-Saxon countries have implemented Management by Objectives (MBO) complemented with school-based management (SBM) fairly rapidly. Although these countries are considered something of a benchmark of stability, research on principals reveals that they experience high levels of stress and that this is associated with poorer job performance.…

Contemporary discourse on the changed role of the Dean of an academic institution underscores the importance of aligning Faculty goals and objectives with the institution's vision and mission. This article focuses on the dean as an academic leader charged with the responsibility of shaping the character of the Faculty within a results-driven…

Examines a faculty development program that is based on management by objectives. (Includes forms or outlines for making recommendations for reappointment, promotion, or tenure; a development plan for the academic year; and a faculty performance review and development report.) (PD)

In this speech, the author discusses the use of the management by objectives (MBO) approach as a means for accomplishing accountability. He traces the steps to be taken by participants -- from superintendent to school staff -- in implementing an MBO program. (JF)

Ten suggestions for administrators concerning objectives setting, employee participation, yearly reviews, and other aspects of management by objectives programs. Reprint available from Business Horizons, School of Business, Indiana University, Bloomington, IN 47405. (JM)

Argues that effective administrators judge factors about job performance rather than those related to personality when evaluating management problems. (RB)

The article show how a manager can motivate subordinates to achieve the common purposes of need satisfaction and goal attainment. (Author)

Management is concerned with the conception and choice of goals. A manager must first determine his own goals within the framework of overriding organizational objectives and limitations. Second, a manager must determine what methods he will use to achieve his goals--on the basis of cost-benefit comparisons. Third, the manager must design his…

It is suggested that college administrators' actions do not necessarily need to follow from what they say. Assumptions of rigidity of organizations, heterogeneity of managers, clarity of objectives, and instrumentality of action are viewed as inconsistent with experience and tending to lead theorists astray. Modifications in assumptions of…

The academic advising administrator can be one of the most valuable middle managers in integrating student development concepts throughout the institution. By developing and using student information and cost/benefit units as well as streamlining registration procedures, management practices can be established which give support to faculty…

The Clinical Supervision Program for Evaluation, implemented by the Department of Special Education in Quincy (Massachusetts) Public Schools, uses a management-by-objectives approach to measure teaching performance. Discussed are its historical development, philosophy, and procedural sequence. The roles of supervisors and examples of staff member…

Options in management style from corporate administration literature available to educational institutions include the choices of Theory X vs. Theory Y, the managerial vs. academic grid, management by objectives, autocratic vs. bureaucratic vs. participative vs. free-rein leadership styles, situational leadership, presidential role, leadership…

Outlines strategy by which university department chairpersons, by clearly stating their expectations for faculty performance and by understanding the faculty members' personal professional goals, can organize support for professional development in teaching along with organizational development. (JT)

Long-range planning requires change management and enables student personnel administrators to prepare for the future. Student services administrators need to develop plans for receiving campus support for organizational objectives. This article discusses the purpose and process of long-range planning applicable to student services. (RC)

Makes suggestions to develop time management skills by selecting important targets, terminating others, and delegating and redisigning jobs, and to develop political skills by establishing power, networks, becoming aware of manipulative strategies, and using human relations skills in negotiation and bargaining. (Author)