The Maryland Professional Development Academy began operation in 1977 and specializes in training school building leaders. It conducts 10-year-long training institutes based on an annual assessment of principals' needs. (MD)

The Georgia Principals' Institute has been assisting principals since 1964. In 1977 the National Association of Secondary School Principals Assessment Center Project was added to the institute to help assess prospective school administrators. Currently the institute functions as a catalyst for the development of school administrators in…

The Texas A and M University Principals' Center serves principals by providing them with the orientation, skills, and understanding to enhance their position as instructional leaders in their schools. Some of the services offered include a Summer Academy with nine regional clusters to support principals in their regions, and a toll-free hotline…

The first Board of Jewish Education Principals' Center was opened in 1983 and is different from other principals' centers because of the constituency it serves. It deals mainly with supplementary school principals with widely different backgrounds; some are trained in education, some in Judaica, and some as rabbis. (MD)

An education professor draws an analogy between skipping stones on water and a principal's development of school leadership. As stone skippers think about the stone, the environment, and the act of throwing, so should school leaders consider their problem ("stone"), their school and community environment, and the way they introduce the…

In 1983 the Far West Laboratory's instructional management program established Peer-Assisted Leadership (PAL), a unique professional development program for principals. No longer isolated, principals help each other develop analytical and other skills to become better instructional leaders. MLH)

Outlines four issues that educators should examine and carefully follow in relation to educational reform emanating from state legislatures. They are, (1) school accreditation methods, (2) parent choice, (3) the National Governor's Association project, and (4) preparation of administrators. (MD)

In presenting a women's training model, the author identifies specific areas where women need to develop competency. The stages of developing these competencies are presented. The training philosophy and guidelines are also examined, as well as the benefits of training. (CT)

Analyzes the recent strong recovery of the seminar business, tracing it to renewed interest and the general economic recovery. Attempts to provide planning information for hardware, off-the-shelf materials, custom-design, outside services, and seminar/conferences budgets. (JB)

Discusses the unique training problems of Witan Associates Limited, a company with Japanese and American employees. Their three-part training program is described: (1) contact with the training company, (2) two-day classroom seminar for all staff, and (3) corporate and departmental meetings. Results of the program are discussed. (CT)

Outlines 10 steps for schools to take to develop an administrator internship program. (MD)

This examination of the organizational development model of change as it applies to management development within a complex organization of higher education includes some practical results from applying this model and insights into how to manage a public or private organization. (MBR)

Describes a study of the National Association of School Principals Assessment Centers and their impact on career opportunities for women. The study found that the centers have had a major influence on the women interviewed. (MD)

Describes principals' responsibilities in overseeing educational technology. Outlines computer knowledge and skills principals should possess about hardware, software, word processing, data bases, spreadsheets, integrated software, and school applications (scheduling, grading, recording attendance, budgeting, maintaining inventories, etc.).…

Reviews managerial and leadership research. Concludes trainers and managers ought to pay more attention to integrating both kinds of research as well as organizational theory. Suggests scholars in both research areas should devote themselves to the managerial role and the meaning of change. Suggests other fields of inquiry. (BRR)