Focuses on (1) relationship between general organizational values and normative role prescriptions, and (2) behavior in leader-member encounters. (Author)

This study examined teachers' sense of powerlessness within two distinctive school organizational structures. Definite patterns of teacher sense of powerlessness were uncovered within Authoritarian and Collegial school structures. In addition, a majority of teachers in Authoritarian schools experienced a greater sense of powerlessness than did…

A total of 296 faculty members completed three versions of the Pupil Control Ideology (PCI) form and a sociometric scale. Findings revealed positive relationships between the individual teacher's PCI and his perception of the PCI both of members of his informal group and of teachers in the school district. (Author)

Presents a functional analysis of the organizational problems facing secondary schools, develops a typology of dilemmas posed as a result of these problems, and discusses the manner in which various educational agencies have attempted to persuade schools to resolve these dilemmas. (Author/IRT)

Discusses the problem of allocation and acquisition of resources from an administrative point of view. Suggests that an administrator's accountability as a leader is fixed in how efficiently and effectively resources are deployed in the organizational goal attainment efforts. (Author/DN)

Reports the results of a questionnaire survey of academic staff at the Western Australian Institute of Technology. Examines staff perception and evaluation of bureaucracy and of job satisfaction in the college. (Author/WM)

Addresses four basic questions about interinstitutional cooperation as represented by the consortium: What motivates colleges and universities to cooperate with one another? What are the advantages of interinstitutional cooperation? What are the disadvantages? What are the organizational and managerial problems of the consortium? (Author)

Computer-based educational information systems produce information that provides decision-makers with a more complete knowledge, an increased range of alternatives, and an improved capability for anticipating decision consequences. (Author/IRT)

Argues that organizational structure and behavior cannot be explained by considering the organization as a separate entity. Organizations must be considered within the framework of the cultural milieu in which they exist. (Author/IRT)

Presents the conceptualizations (systems analysis) on which a particular task was modeled, details the way in which the theoretical framework was translated into practice, reports briefly on the methodology employed, and demonstrates the success of the analytic tool adopted. (Author/IRT)

Offers a brief listing and critique of attempts at process analysis of administration and suggests a version (P3M3) which would avoid errors of logical typing. This model postulates a nonrigid and elidible sequence from philosophy through planning, politics, mobilization, and management to monitoring and evaluative feedback. (Author/JM)

A view contrary to the implication that resource levels are to be largely taken as givens. Aruges that the level of resources made available may be increased by the insightful administrator. (Author)

Attempts to clear up the meaning of administration'' and philosophy,'' clarify somewhat their conceptual affinities, and explore briefly what the analysis may mean for administration. Contends that administration and philosophy, in that they both have to do with human behavior, have important affiliations. (Author/DN)

Postulates an alternative mode of conceiving organizational structure with educational administration as an illustration. The implications for the concepts of power, authority, and leadership are examined as well as those for administrative status. (Author)

The nature of the budgetary process is strongly influenced by the structural character of university decision-making, which is primarily political despite the use of quasi-bureaucratic devices such as formula budgeting. (Author)