This report is presented in three sections: (1) Teacher Characteristics in Iowa, (II) Secondary Curriculum Distribution in Iowa, and (III) Educational Innovations in Secondary Curriculum for the North Central Association Schools of the Great Plains. The data are presented by pupil-enrollment categories and cost per-pupil categories and cover the…

This document is an English-language abstract (approximately 1,500 words) of a three volume report discussing the organization of the National Board of Schools in Finland. The central administration of education has been divided among the Ministries of Education, Agriculture, Interior, Commerce and Industry, and Social Affairs. The Ministry of…

In this paper, the authors describe (1) the role of the organizational specialist in trying to establish and maintain vertical and horizontal lines of communication in organizations; (2) two case studies of organizational development (Kent and Eugene); (3) the values of creativity, work, and sharing that guide the authors; (4) the general systems…

There are several commonly accepted college and university governance concepts and management styles: (1) the assumption that organizational goals can be precisely defined and that institutional processes are widely understood; (2) the collective bargaining concept, which assumes that there are fundamentally conflicting interests within the…

This book reports on three studies of organizational renewal conducted in eight elementary schools--four of which ranked high in organizational renewal and four of which ranked low. Examining the schools as a social system, the book deals with the theoretical context of institutional renewal in general and summarizes several empirical studies…

This document contains two letters. The first letter, which might have been written by a cosmetology licensing board member to his mother, illustrates the changing climate toward occupational regulations and how it might affect the attitudes of a board member. The second letter, the mother's reply, attempts to put some of the changes into a…

Past problems of the Equal Employment Opportunity Commission with budgeting, staffing, and priorities are reviewed and current emphasis on organizational changes are addressed. Focus is on charge processing and resolution procedures, the use of litigation, systemic activities, and affirmative action and testing guidelines. (LBH)

Change Agent Research (CAR) is a "people" change approach that contrasts what a group (or individual) thinks it is doing with the actual behavior that exists. The applicability of CAR methodology to organizations is discussed. (Author)

Argues that information management calls for development of an organizational strategy that encompasses users, information resources, and the available and appropriate technology. Discussion of factors involved includes the nature of information and information resources, variance in information usage, and guidelines for developing a strategy to…

Presents the text of a 1984 speech made before the Eighth General Assembly of the Standing Conference of Rectors, Presidents, and Vice-Chancellors of European Universities. The address covered the interplay of science, philosophy, politics, and the evolution of the university from an authoritarian to a democratic institution. (JDH)

In an attempt to restore confidence in a governance structure tarnished by an ongoing football scandal, Southern Methodist University has abolished its board of governors dominated by Dallas businessmen and will consider a permanent and substantial restructuring plan. (MSE)

Urges a "re-inventing" of corporate communications in today's organizations, and provides information about how corporations can change in new and positive ways during the current "information age." Discusses specific public relations and organizational communication concepts essential for a comprehensive understanding of…

Discusses six broad categories of activities in the context of planning for future organizational changes in academic libraries: facilities, budget, organizational structure, staff, service, and information resources. (EM)

The manager of a corporate library describes five strategies for special libraries to increase services and resources without increasing staff or budgets: automation, reorganization, using temporarily available employees, using in-house services, and participatory management. (Author/EM)

Describes problems in faculty evaluation and performance appraisal and presents assumptions and features of newer alternative faculty evaluation systems. A strategy for developing systems which is based on organizational change theory is discussed. This system involves use of committees and structured phases for faculty input. (MBR)