Midlevel leaders are confronted by a never-ending stream of issues. Two experienced leaders and scholars provide suggestions and guidance to help manage them.

John Widdowson CBE (Commander of the Most Excellent Order of the British Empire) is principal and chief executive of New College Durham. He chairs the Mixed Economy Group (a working group of 40 colleges that offer higher education courses in addition to their FE provision) and was a member of the HEFCE (Higher Education Funding Council for…

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…

The purpose of this article is to exemplify and enhance the place of modelling as a qualitative process in educational research. Modelling is widely used in quantitative research as a tool for analysis, theory building and prediction. Statistical data lend themselves to graphical representation of values, interrelationships and operational…

Thanks to the efforts of Chambers of Industry and Commerce and the immense output of universities and polytechnics, West Germany possesses a healthy balance of managerial talent in that area of companies that is vital for success--lower and middle management. (JOW)

Discusses the problems surrounding inservice development programs for deans and department chairpersons in junior and community colleges, including budget considerations, time constraints, selection of topics, planning, and implementation. Offers suggestions for making inservice activities productive. (Author/WD)

The article discusses the role of middle managers in an independent school setting and their relation to school heads. It suggests 14 principles of operation to meet the needs of school middle managers and to help clarify the role of the educational middle manager. (SB)

The trend toward horizontal rather than hierarchical organizations is shrinking middle management jobs. Workers should recognize the influence of flatter organizations on career plateaus and become career strategists who can find ways to improve their opportunities within and outside organizations. (SK)

Identifies some competencies and defines roles important to the successful operation of middle-management personnel in colleges and universities, specifically, the roles of deans and department or division chairs. (Author)

This paper defines "corporate culture" (set of values and beliefs shared by people working in an organization which represents employees' collective judgments about future) and discusses importance of corporate culture, nature of corporate cultures in business and academia, and role of information in shaping present and future corporate…

Corporate communication trainers, consultants, and professional organizations develop programs to enhance communication skills for managers and supervisors with their employees. This paper proposes an argument for a communication training program that addresses the future organizational skill needs for middle managers. The paper states that this…

Reports the results of a study of principals as middle managers. Concludes that middle managers should enjoy privileges commensurate with their professional stature, be held accountable for their clear responsibilities, and be evaluated according to well-understood and accepted criteria. Recommendations are offered. (Author/WD)

Discusses the importance of the social style of administrators in their interactions within the organization, with emphasis on efforts by subordinate administrators to influence their superiors, i.e., managing up. Four social styles are defined--amiable, analytical, driver, and expressive--and strategies for productive interactions between styles…

Programs for developing the managerial capacities of department heads in secondary schools tend to be of two types. One type concentrates on the dynamics of interactions between participants during the program. In this type of program, consultants either call for active involvement of the participants in the analysis of their interactions, or…

The author states that the challenge for training and development is to help retrain managers for turbulent times. The objective is to change managers' mentality. The author makes recommendations concerning adapting to conditions, managing change and innovation, and establishing direction. (CT)