Survival and effective service in the presidency are possible when the incumbent retains basic human qualities, fits the institution, and balances pitfalls with satisfactions. (Author)

Investigates the nature of administrative control in 12 instructionally effective school districts in California. Nine control functions are assumed to affect student outcomes by influencing curriculum and instruction. Findings from interviews with superintendents revealed more district-level control of principal behavior and site activity than…

Shares Cornell University's efforts to work with faculty on the problem of reports that anticipate departmental and faculty data needed during the year. (MS)

Suggests strategies for finding an appropriate bank for a day care center, maintaining a good relationship with a bank once one has been selected, and obtaining and repaying a day care center loan. (SKC)

Superintendents in 12 instructionally effective California school districts were interviewed and documents were analyzed for coordination of instructional activities management. Results suggest that these superintendents are more active "instructional managers" than expected. A uniform picture of instructional coordination is not…

Describes both a dichotomy between library managers and library staff involved in direct service and a supervisory development instrument intended for use by employees to rate supervisors. This instrument, which is included, is designed to encourage an organizational climate characterized by mutual trust and shared values among supervisors and…

Increasingly, researchers are acknowledging the importance of administrators in the school improvement process. The results of one research conference that focused on the high school are reported. (CJH)

A study of the factors related to job satisfaction among financial aid administrators suggests that how well the job fits the individual's expectations of employment accounts for job satisfaction best, regardless of intrinsic or extrinsic job orientation. Implications for the management of financial aid offices are examined. (MSE)

At Gainfield Elementary School, Southbury, Connecticut the principal emphasizes professional development for the entire teaching staff. Teachers have ownership of the curriculum and the teaching process. Imaginative programs welcome preschoolers prior to kindergarten and prepare fifth graders for their move to junior high school. (MT)

Teachers who can trigger the "goose bump" response have probably mastered the fine art of teaching. Such teachers are enthusiastic, excited about their subject matter, and genuinely care about their students. When "artistic" teachers manifest glaring teaching deficiencies, the sensitive principal overlooks these flaws or handles them without…

The purpose of this study was to determine which functions higher education administrators have in common with administrators in school districts and educational agencies and to identfy variables from which differences can be inferred. Results are discussed. (MT)

A whole-school approach to meeting special needs is reflected in organizational changes at a girls' comprehensive school in England committed to mixed-ability teaching. The roles of the coordinator for special needs, education psychologist, key teachers in subject departments, and special needs support teachers are described. (JW)

Principals of effective schools are catalysts who combine the elements of instruction, planning, and evaluation and bond them into a program that expects success through a businesslike learning climate. The principal evidences commitment to academics by providing continuous and visible support for student and teacher achievement. (MT)

As parents expect schools to take greater responsibility for their children, schools must demand parent involvement that goes beyond volunteerism. To close the growing distance between home and school, parental energies have been channeled into diverse activities, including alcohol education programs, monthly newsletters, tutoring, field trips,…

A survey of the research administration community suggests great diversity of organizational arrangements, operational staff size, staff and administrator background, and task assignments. (MSE)