Responds to four conference papers (same issue; see CS 737 952 to CS 737 955) on the range of tasks confronting administrators of speech departments as they cope with current difficulties and look toward the next decade. Responds from the viewpoints of both the faculty member of a department and a dean or higher administrator. (MS)

Four strategies are presented which physical education department administrators should employ in their roles as people managers and peacemakers: employing effective people skills, creating trust through positioning, harmonizing objectives, and generating followership through effective use of power. (IAH)

Discusses the role of the president of the board of education. Emphasizes leadership functions, the need to balance community attitudes and expectations with state and Federal mandates, and the relationship between the board, the community, and the media. (FMW)

A discussion of the influence of Britain's prime minister, Margaret Thatcher, on higher education looks at the relationship between the administrator's 10 years in office and the fiscal, educational, and public policy issues currently under debate. (MSE)

An examination of the formal procedures by which European university's chief executive is selected and the role he or she fulfills finds many differences among countries. One notable innovation is the election of administrators within the institution. It is suggested that the drive toward professional management may endanger academic collegiality.…

Discusses the need for and qualifications of a long-range planning coordinator for school districts. Suggests performance responsibilities of a long-range planning coordinator. (MS)

Superintendents need to recognize the two realities that the school board has the ultimate power and that superintendents are appointed to serve a specific term. Offers six remedies to superintendents in the case of real conflict with the school board. (MLF)

By considering right and left brain orientation and personal learning styles, directors can begin to identify the thinking patterns of teachers and develop training methods that effectively meet staff training needs. (Author/BB)

Structure is the key to an effective crisis management plan. A crisis plan has to be simple, concise, and flexible. Presents 10 steps to create a crisis plan for school systems. (MLF)

This study was conducted to determine prevalence of self-reported role related stress in senior educational executives based on their personal characteristics, and to examine sources of the perceived stress and evidence of ill health or other negative coping processes. Four reliable stress factors were identified: teacher assessment, time…

Examines the role of information managers in the transfer of complex technologies. The discussion covers the need for reliable information to assist with the selection of appropriate technologies and market evaluation, to assess the effects of government policies and cultural differences, and to establish training objectives. (19 references)…

A crisis can happen at any school--even good schools in good neighborhoods with award-winning staff members. Whether it's due to Mother Nature or to human nature, a crisis hits and the media arrive within minutes to record it. Advice is provided in a case-study format on what to do when a crisis arises. (Author/TE)

Results from a 4-year study tracking creative problem-solving success rates among 952 managers in 8-person teams (4 planners and 4 implementers) are reported. Coordination of subteam role (task) with Kirton Adaption Innovation Inventory (KAI) type significantly increased group success rates, while placing KAI types outside their preferred roles…

Principals must create conditions that ensure that professional growth is part of school culture, remembering to create consensus, promote shared values, monitor the effort, ensure systematic collaboration, encourage experimentation, model commitment, provide one-on-one staff development, offer purposeful staff development programs, promote…

The role of the principal in a school that was part of a district's effort to reform teacher evaluation was studied. The principal's role shifted from writing reports about teachers every three years to helping teachers with their professional growth and working to foster a collegial school culture. (SLD)