Presents an edited version of the script of an oral presentation by three symposium participants (Noreen Garman, Carl Glickman, and Madeline Hunter) that highlights their conflicting conceptions of clinical supervision. Provides a commentary that puts the responses in philosophic perspective. (IW)

Many teachers feel inadequately prepared to work with parents. Administrators must stress that only the home and school working together can create effective schools and that staff development to help teachers, specialists, and support staff achieve that partnership is worthwhile. (Author/LHW)

Asserting that informing parents about the discipline policies and procedures in their children's schools will reduce misunderstandings and inappropriate expectations and encourage parent participation, this article outlines specific methods principals can use to communicate discipline information to parents. (PGD)

Examines the viability of a construct, Substitutes for Leadership, for understanding and explaining principal influence potential. Interview data were collected to determine whether leadership substitutes exist in the school setting. These data indicated that substitutes may potentially limit principal influence on teachers' work agendas,…

Challenges certain theoretical assumptions underlying educational administration. Demands critical thinking about ethical aspects, particularly the relationship between "quality of judgement" and "deciding rightness." Proposes an ethics program for school administrators incorporating values reflected in schools as a social…

Explains how work environments for child care employees can evolve to be professionally satisfying. (HOD)

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)

Results of a survey of 201 Australian college and university administrators concerning the need for an interdisciplinary professional training program for college planners and the importance of various planning functions and areas of knowledge for these officers are presented and discussed. Aspects of the survey itself are examined. (MSE)

Argues that the inclusion of teacher evaluation within the scope of collective bargaining has detrimental long-term effects on educational governance. Reviews perspectives on this topic held by teachers, unions, and administrators and argues for cooperatively-developed evaluation programs with built-in incentives. (TE)

This article argues that hiring a business manager makes good fiscal sense in many school districts if it frees the superintendent to focus on important educational tasks. (TE)

An overview is provided of the research conducted in Japan during the past 30 years on the Performance-Maintenance Theory of Leadership. Experimental and field studies are described which suggest that the consequences of leadership in Japan result from interaction of performance-oriented and maintenance-oriented behaviors. (TE)

Discusses the professional purchasing administrator's most common areas of responsibility: (1) staffing the department, (2) maintaining professional objectivity in vendor relationships, (3) following bidding policies, (4) receiving user input and feedback, and (5) seeking local equipment service and maintenance. (MLF)

Research into the quality of life, social and civic attitudes, and the components of competence are examined as a basis for discussion of the role of the university in society. It is concluded that the role must change radically, and the urgent need for adult education might best be met by other educational agencies. (Author/MSE)

Draws parallels between a supervisor helping troubled teachers and a teacher helping troubled students, using a fictionalized example. Recommends that supervisors use both professional methods and personal relationships to help teachers become more effective. (MCG)

Observation of a sample of 24 Chicago (Illinois) principals for a period of 11 working days each, spread over the course of 1 to 2 school years, revealed evidence of an organizational loyalty/identification system and a training-oriented relationship between the principal and the district superintendent. (MLF)