There are a number of constraints on administrative leadership in today's university. This paper argues that the decision-making theory of March, Simon, and Cyert gives the administrator a good framework for advancing the university toward meeting societal needs and demands, while allowing for faculty-student freedom and discretion. Some…

One of six introductory modules in a 22-module series designed to train vocational education curriculum specialists (VECS), this guide is intended for use by both instructor and student in a variety of education environments, including independent study, team teaching, seminars, and workshops, as well as in more conventional classroom settings.…

The characteristics of programs in business administration at Ph.D. and D.B.A. granting institutions were investigated, including: number of students, programs per year, university staff directly involved; cost of program to the client; length of program; and how and how much the faculty was compensated. (MLW)

Discusses some of the complexities that educators must address if the potential of educational technology is to be realized. Topics include computers as tools; technology as a curriculum revitalization catalyst; teacher and administrator training; microcomputer limitations; computer literacy definition; computer education program evaluation;…

Briefly discusses traditional management education methods and concludes they cannot adequately fill present need for such education in developing and developed nations. Description of Henley Distance Learning Ltd.'s distance and open learning scheme for management education reviews its curriculum planning and media selection procedures and…

The success of the South Carolina Assessment Center Project, the first statewide center, is credited to five basic principles that have guided efforts thus far: (1) establish credibility; (2) pay attention to details; (3) apply safeguards; (4) maintain public support; and (5) make the assessment experience humane. (TE)

Directors, assessors, and participants in various NASSP-accredited assessment centers attest to the value of the experience from their own individual perspectives. Regardless of their performance and subsequent assessment, almost all participants indicate that they learned much about themselves. (TE)

A Nebraska principal describes her experience of a two-day workshop in the assessment center at the University of Nebraska. Both the oral and written feedback helped her formulate long- and short-term goals, increased her skills in conflict resolution and stress management, and improved her classroom observation skills. (TE)

According to a Pennsylvania assessment center director, the assessment center process provides continuous opportunities for professional development and allows for the sharing of concerns and understandings with others across the nation. (TE)

Based on her own experience, a trainer of assessors for the NASSP Assessment Center Project describes the essential skills and practices needed for successful assessor training. She emphasizes the importance of collegiality and mutual respect between trainers and trainees. (TE)

The Michigan Institute for Educational Management's Assessment Center Program is based on evaluation of a candidate's strengths and weaknesses in 12 skill areas. The author, a high school principal, describes personal insights derived from this 12-fold evaluation process. (TE)

"Springfield," a simulation-based development program for those who have completed the NASSP assessment center, works well for 10 reasons: motivation, talent, self-assessment, feedback, specific goals, realistic simulation, behavior modeling, developmental mentors, on-the-job development, and a follow-up seminar. (TE)

Oregon was selected as one of four pilot states to field test the Springfield Simulation. Logistical problems are described, followed by a procedural account of the process: personnel, initial briefing, research packets, the three-day simulation, feedback from mentors, and a follow-up at the end of three months. (TE)

Describes a pattern of inservice training for principals that enhances the skills necessary to complement classroom activity in outcome-based schools. Program involves classroom visits, inspection of lesson plans, analysis of teacher behaviors, and review of tests and measurement procedures. (TE)

This book presents a nontechnical, step-by-step process that shows how to evaluate any 360-degree-feedback instrument intended for management or leadership development. The 360-degree-feedback instruments collect information from different sources about a target manager's performance, and they offer multiple perspectives. The 16 steps in…