MBO (Management by objectives) was firstly put forward by Peter F. Drucker (who was a well-known scholar of management in America) in 1954. MBO was applied in many organizations after a number of management scholars developed and perfected it. MBO is a comprehensive and democratic systemic management style which is work-centered and…

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…

Research indicates that the role of information can be ambiguous in the decision-making process. Because relevance can be a problem with respect to information used in decision making, organizations should strive to achieve a linkage between flows of information and the making of specific decisions. Information flow between organizations and their…

Discusses characteristics of four common administrator evaluation procedures: management by objectives, traditional rating scales, self-evaluation, and administrator outcomes models. Outlines three broad responsibility areas for special-education administrators that warrant evaluation. Introduces a comprehensive, team-based model that begins with…

A study testing four hypotheses that investigated various relationships existing between satisfaction obtained from interpersonal relationships, disposition toward superordinate/subordinate interpersonal participation and opinion about literature defined participative processes of management by objectives (MBO) is discussed. Subjects were 85 deans…

Discusses some of the main considerations that relate specifically to the head librarian of a public library as an individual in the role of administrator. These considerations include personal attributes of the head librarian, the internal administration of the library, and external relations with the trustees, local government, and general…

Describes some characteristics of the modern organization that affect contract or negotiated management and identifies changes in approach relevant for library and information organizations management now and in the future. (EM)

In utilizing the theory of management by objectives (MBO), common goals are set by both managers and subordinates, individual members' areas of responsibilities are defined, and resource allocations are made according to the planning and achievement of objectives. At academic institutions, common benefits of MBO include measurable objectives…

Effective leaders operate with three different styles: manager-as-technician, manager-as-conductor, and manager-as-developer. The first two work well if the manager remains a hero, but this heroic style diminishes the subordinates' own capabilities and confidence and is counterproductive to change. The post-heroic manager, or manager-as-developer,…

The image of school as a knowledge work organization provides guidance for improvement efforts which use suggestions from new management literature. A systemic reform should be based on the following: (1) professionalization of teaching; (2) integration of theory, research, and practice; and (3) transformational leadership. (Author/PS)

Discusses management by objectives (MBO) as a sound organizational process that has great potential as an administrative tool in education systems. Provides definitions, stresses the participative nature of the process, cites successful examples of MBO in schools, and describes six conditions for the successful implementation of MBO. (JHZ)

Three articles discuss management of library technical processes personnel. The first article focuses on the employer employee relationship and communication; the second explores management trends, including participative decision making, personnel evaluation, management by objectives, and the collegial system; and the third focuses on the…

At Pennsylvania College of Technology (PCT), in Williamsport, long range planning is used to define institutional philosophy and mission and determine strategies to make the best use of available resources and implement actions to fulfill institutional mission. This document presents PCT's long-range plan for 1995-98 in three parts. Following an…

At Pennsylvania College of Technology (PCT), in Williamsport, long range planning is used to define institutional philosophy and mission and determine strategies to make the best use of available resources and implement actions to fulfill institutional mission. This document presents PCT's long-range plan for 1993-96 in three parts. Following an…

Measurement of the organizational effectiveness of the Cooperative Extension Service (CES) could be enhanced by utilizing a multidimensional perspective in measuring outcomes of various organizational activities, particularly the Extension educational system of program development. Because multiple and conflicting environmental constraints, goals,…