Ganado Primary School located on the Navajo Reservation--in its attempt to decrease absenteeism--has formulated and implemented an attendance improvement plan which has provided encouraging results show positive implications for its adaptation into similar programing in other schools. (ERB)

Suggests that the teaching staff must play a major part in the evaluation of a school reading program and outlines a program for implementing this idea. Contains a scale for program evaluation. (FL)

The real basics are not the three Rs, rock-hard discipline, or spoon-fed values. Instead, they are strong, capable, well-trained teachers who can work in an enlightened and supportive environment, encouraged by a caring public. (Author)

Criticizes the survey on social issues described in the previous article on the grounds that it asks the wrong questions and appears to be merely a justification for the proposal that educators should take a stand on social issues. (JM)

Establishing a district's gifted education program involves (1) building support among other administrators, (2) involving teachers, (3) planning the program through a school-community committee, (4) developing a budget, (5) having principals coordinate the program, (6) maintaining parent support, and (7) not favoring the gifted program over other…

Resources should be reallocated from the colleges to elementary and secondary schools, and an emphasis placed on character formation and self-discipline by means of homework. Students should start school at age four and have more work experiences, but fewer should enter colleges. (MLF)

Research about job aspects that school superintendents, principals, and supervisors find most stressful is summarized. Sources of stress among Tennessee school administrators, for example, include administrative tasks, such as complying with state and federal policies, dealing with teachers and parents, and personal adjustment problems. (PP)

Three approaches an assistant superintendent might take to correct discipline problems at an elementary school characterized by weak administrative leadership are discussed. The approaches focus on: (1) professional development for the principal; (2) teacher improvement; and (3) cooperation among parents and school personnel. (PP)

Strategic planning involves analysis of risks and opportunities; financial management entails balancing risks and resources to achieve institutional goals. A framework is suggested to help college administrators integrate the two functions. (Author/MSE)

The CLER (configurations, linkages, environments, resources) Model for planned change was evaluated to determine whether it could be applied in school settings, using empirical data from two recent national school improvement studies. While the model was applicable, it did not seem sufficiently precise to be, in itself, a powerful tool for school…

Discusses roles appropriate for the principal and the teacher during the appraisal interview that follows the principal's observations and assessment of the teacher's job performance. Suggests techniques drawn from management theory for principals' use in enhancing communication, the key to making the appraisal interview mutually beneficial. (PGD)

Principals unable or unwilling to conduct thorough teacher evaluations using classroom observations should consider two other sources of evaluation data: "artifacts of teaching," including lesson plans, tests, activity instructions, and bibliographic handouts prepared by teachers, student work, peer testimony, and similar materials; and…

Reviews the literature concerning teacher job satisfaction, especially that relevant to the reduction of worker discontent. (Author/JM)

"Alinsky methods," designed for confrontation, can include packing meetings, requesting marathon sessions, and using dramatic advertising. Developed by Saul Alinsky for oppressed people, the methods can be mitigated by 10 administrator actions, including building openness and trust, having good legal and public relations advice, and…

Discussed is the ambiguity chairpersons feel because they are neither faculty members nor regular administrators but are expected to represent both sets of interests. Institutional support is seen as necessary to the former chairperson's successful readjustment to faculty life. (MLW)