Teacher evaluations can prove very effective if sufficient observation time is allowed, classroom activities are noted objectively and thoroughly, both positive and negative findings are discussed fully with the teacher, and opportunities for improvement are provided. (PGD)

Successful administrators practice time management by delegating effectively and scheduling blocks of time to work without interruption. In addition, they set clear goals for meetings, avoid unnecessary meetings, and use weekly and monthly calendars. (MLF)

School business officials can assist boards of education in negotiating with unions by gathering and analyzing data that show the real costs of proposals. (MLF)

Reports on a study of the extent to which ambiguous and conflicting circumstances contribute to role strain perceptions among community college division heads. Clarifies how working conditions and personal attributes affect job expectations. Finds experience, age, outlook, and job satisfaction to be strong influential factors. (DMM)

The role of the local, state, and national supervisor is explored in these six articles. Specifically, they discuss changes in the supervisor's role, a team approach to national leadership, responsibilities of state supervisors, the role of the state supervisor, qualifications needed by a supervisor, and the local agriculture education supervisor.…

Indicates the recognition on the part of chief executive officers that they are the company spokespersons and must have good communication skills in order to communicate effectively to the media and special interest groups. (EL)

The entrepreneurial small college president exercises leadership in the use of highly refined intuitive judgment, has a high degree of commitment to the institution's mission, and can discern opportunities in unpromising circumstances. (Author/MSE)

The author discusses schoolbook censorship, identifies 25 areas targeted by the protestors, lists five arguments frequently advanced by schoolbook protestors, and suggests 12 steps that teachers and administrators should take to prepare for challenges to their curriculum. (CT)

Presents an overview of the problem of absenteeism, discusses the reasons for it, and offers procedures for promoting attendance. (FL)

Argues that educators who service classroom teachers and students should (1) set personal goals and (2) eliminate time wasters. (FL)

Discusses ways program administrators can do a better job of justifying their curricula in light of high costs and limited enrollments. Describes procedures used at Community College of Philadelphia for assessing new programs (the comprehensive feasibility study) and determining the success of existing programs (the academic audit). (DMM)

The author states that there are differences in the ways male and female administrators spend their time, in the ways they interact day to day, in the priorities that guide their actions, in the perceptions of them by others, and in the satisfaction they derive from their work. (CT)

Describes a program undertaken to rejuvenate the curriculum and social environment at the Peabody School in Cambridge, Massachusetts. Discusses the underlying philosophy and the activities entailed in "Academics Plus," an enrichment program that calls for commitment by parents, teachers, and the principal. (GC)

Argues that school effectiveness can be increased by improving the principal's ability to understand and assist in the process of improving classroom instruction. (FL)

Offers a checklist for administrators to use in evaluating their interpersonal relationship with teachers. (HOD)