Discusses the historical and conceptual framework of quality circles, presents a brief case history of circles initiated by the University of Maryland Office of Admissions, and provides a summary of implications. Emphasizes implications for student affairs administrators. (Author/ABB)

Career ladder and other incentive programs are resisted when teachers and administrators involved in the programs are removed from the initial decision making process. The ideal scenario is described. Implications for teacher educators are discussed. (Author/MT)

Management theory as a morally neutral science aiming to improve educational institutions is doomed to failure. School administration is inescapably bound up with ethical values and depends on democratic decision making by staff with high self-esteem. Staff with little confidence or pride in their work cannot make good decisions. Includes 13…

Reviews research principles underlying site-based school management, including the National Committee for Citizens in Education's parameters. Outlines a Missouri school district's approach to site management, highlighting establishment of guidelines, team training, financial support, flexible staffing, and sense of ownership. (MLH)

The author provides background on the junto and defines its role as a voluntary discussion group attempting to solve problems. She describes recent uses of the junto at conferences and provides guidelines for planning a typical group. (CH)

Faculty members participate in the governance of their university according to their perceptions of the faculty's role in that process. Empirical evidence for stipulating six distinct but complementary perspectives toward their governance role held by faculty members at a major Western public research university is presented. (Author/MLW)

The spread of worker-owned businesses has brought about a significant increase in workplace learning. The International Cooperative Association is one of several North American firms consulting in this area. They argue the need for a pedagogy for the new democratic workplace. (CH)

The working relationship between the bargaining agent, AAUP, and the traditional governance body, the faculty senate at Southern Connecticut State University, is described. (MLW)

Developing a model to improve student academic learning time and achievement and to develop local resources to continue the program after the funding period required a staff development program that enabled teachers to use specific direct instruction teaching behaviors. The staff development program is described and recommendations are made. (MT)

The integration of, or at least joint planning for the needs of, both academic and administrative computing--in particular the integration of computing through the academic areas--will be required if colleges and universities are to make the best use of their resources and remain viable into the next century. (MLW)

A statewide "Dialogue in Education" in Minnesota--beginning with "town meetings"--has helped policymakers to find strategies and programs to focus on adults' and students' objectives. Citizens' priorities include the basic skills, maintaining the current curriculum, and improved graduation competencies. (CJH)

Visually handicapped Indian clients ages 22-30 (N=68) completed a questionnaire designed to assess their risk-taking tendencies. Comparisons between individual responses and the consensus decisions of groups (male only) were made. Among reported results was that groups shifted toward a preference for less risk than individuals. (JW)

Presents a career ladder model intended as a guide to be implemented according to the particular circumstances of a school district. Addresses longitudinal career plans and enhancement of the professional work place. (SRT)

Teachers participating in a school's budget development understand better why resources are allocated as they are. Participative budgeting involves submission of prioritized requests by each department's teachers, review of the requests by the principal, and revision of the requests by department heads in response to each other's demonstrated…

Faculty organizations are taking a closer look at college athletic programs and are voicing strong objections when they don't like what they see. (MLW)