Integrity, defined as an institution's doing what it says it will do, is seen as the means of ensuring quality in higher education. Across the university, everyone has responsibility for improving the writing and speaking skills of students as well as encouraging their powers of analysis, synthesis, and quantification. (MLW)

Good college administration contributes to the productivity and attitude of a faculty; good faculty performance contributes to the ability of an administrator to provide good administration. Faculty and administrative factors that are important in improving faculty effectivness and productivity are discussed. (MLW)

Develops a two-part scenario involving a principal's failed attempt to convince a reporter to do a "good news" story about his school and a damaging story later written by the reporter about the principal's unwillingness to disclose details of an event that might reflect badly on the school. (JBM)

Superintendents give information and counsel to administrators, board members, parents, teachers, and students. A six-item reference list is provided. (Author/DCS)

The future of higher education rests on the decisive leadership of college and university presidents. Governing boards must set the stage for strong, assertive, enlightened presidents and then support them. (Author/MSE)

Facility planners can perform prebid or preconstruction roles that will result in significant cost savings in school design. (MLF)

Suggestions are provided to help school superintendents avert problems of sexual abuse by teachers before they happen: (1) screen employees carefully; (2) know your principals; and (3) have principals keep a sharp eye on their staff for potentially significant changes in behavior. (TE)

Consistent, significant, continuous school improvement depends on enhancing 12 aspects of the school culture: collegiality; experimentation; high expectations; trust and confidence; tangible support; awareness of new knowledge; appreciation and recognition; caring, celebration, and humor; participatory decision-making; protection of vital…

Reviews educational trends related to student financial aid and discusses implications for college admissions officers, who must serve both the institution and the public. Discusses difficulties involved in providing educational opportunities to talented poor students. (JAC)

Reviews recent interviewing literature to determine the patterns or emphases that consistently contribute to an effective process of personnel selection. Examines three variables integral to all personnel selection--the qualities or characteristics desired in personnel, the means to determine the presence of these qualities, and who should be…

Because of increased government control over schools, a two-tier school administration has developed, including a rule-making tier for finance administration and a rule-implementing tier for personnel administration. Their evaluative role pressures school administrators into politically based decisions in both tiers in order to survive. (JW)

This alternative model for identifying, diagnosing, and treating organizational needs identifies the basic elements of organizations, determines gaps between what is and what should be for each element, and allows interventions which are internally and externally consistent and successful. Common tools for closing these gaps are described. (MBR)

Provides a model that explains persistent obstacles to clear communication--notably culture, tradition, conditioning, distractions, and feedback--and suggests means of overcoming them. (JW)

Describes various types of difficult bosses and provides tips on how to deal with them. Included are the good but unsettling boss, the incompetent boss, the overcompetent boss, the paranoid boss, and the martinet boss. (TE)

Argues that one cannot be a successful educational administrator unless he or she studies and adopts good management procedures. Offers suggestions for developing such procedures. (FL)