This study presents econometric estimates of the effects of unionism on productivity in 83 West Virginia coal mines in the early 1920s. Results show that unionism significantly reduced productivity at small mines but not at large mines. The author ascribes this effect to systematic differences between small and large operations in the quality of…

The new principal should not plan or implement major school changes during the first month. The first-year principal's initial areas of concern should be to understand the school's political and organizational environments and to obtain a clear notion of how to run a good school. Includes one reference. (MLH)

A systematic rotation of principals can spark a willingness to tackle new challenges. Recommends the following strategies: (1) adopt a systematic rotation policy; (2) avoid random school assignments; (3) be prepared for a strong reaction from administrative staff; and (4) review personnel policies that might conflict with a rotation policy. (MLF)

Suggests ways to increase the effectiveness of the role of the director and middle manager in a day-care center: (1) define complementary roles; (2) let requirements of the center dictate responsibilities; (3) let positions reflect the strengths, and the individual needs, of each person; (4) keep each other informed; (5) present a unified front;…

To delegate tasks effectively, school administrators must determine what they do best and the functions they can afford to delegate; decide when to delegate; determine which employees have the skills, knowledge, and attitudes to accomplish assignments well and on time; measure the quality and quantity of results; and evaluate the data obtained.…

Inspired by the survivalist strategies of James Clavell's protagonist in "King Rat," this article advises administrators how to practice creative insubordination by informally lobbying board members, winking at obstructive rules, and pursuing devious ends in their school's interest. The best administrators take chances, hiding their…

Describes a presentation and follow-up activities on citizenship that two high school teachers gave to a group of gifted middle school students. Notes that the principal responded positively to the students' letters regarding conditions at the school. Includes a letter from the principal responding to tenth graders' concerns. (SR)

A former central office curriculum supervisor drafted to manage an elementary school enumerates some principles for other principals: put kids first; seek advice from veteran principals; practice lead management; delegate responsibility and authority; support the superintendent and school board; eschew perfect control over situations; try not to…

A beginning principal compares her position's responsibilities with those of assistant principal. Principals should treat all teachers fairly, listen carefully, give people a chance to explain, overprepare for meetings, envision outcomes, put praise in writing, show up at school functions and classroom activities, attend to details, build…

The most common time-wasters for principals (poor filing system, priorities, open-door policy, untrained secretaries, numerous meetings, telephone interruptions, and delegation problems) are easily corrected. Negative working environment, heavy staff turnover, and student discipline problems present greater obstacles. (seven references) (MLH)

Examines a workshop that helps college space planners provide a facilities-and-space management planning process as part of the college's effort to modernize its management systems and evaluate its physical resources. Lists tips for successful space management. (GR)

If a president hopes to make a long-term difference at a college or university, he or she must discard the safety net of conventional wisdom, says the president of the University of Southern California. He urges colleagues to risk being a contrarian leader--one who sees situations from a unique point of view and develops new solutions. (EV)

Describes the master's degree in school leadership at the University of Tennessee at Chattanooga, a principals preparation program focusing on their acquiring theoretical and practical knowledge of teaching and learning through course work and hands-on experiences in schools. (PKP)

Superintendents' performance evaluations continue to be too frequently conducted through a highly informal, subjective process, based more on impressions than data. Several states require school boards to use student performance data in evaluating their superintendents. Student achievement data, focusing on continuous improvement, should certainly…

This volume collects essays Rob Jenkins originally wrote for "The Two-Year Track" column in "The Chronicle of Higher Education". Drawing on his own experience, Rob has, for many years, been dispensing much-appreciated advice from the frontline--to those considering a community college career as well as those who desire to move up the ranks. This…