Beginning on the front cover, this article advises superintendents how to identify and gain access to the community power structure in order to achieve the community's educational goals. Five basic ways that schools may react to power are identified. (MLF)

Defines the concept of the synergistic model of organizational structure. The primary components of the model are cooperative action and job integration, which have as a direct result the increased energy in staff members using the model. (MD)

The article discusses the role of middle managers in an independent school setting and their relation to school heads. It suggests 14 principles of operation to meet the needs of school middle managers and to help clarify the role of the educational middle manager. (SB)

University administrators must realize that past management styles they used to acquire their positions of campus power often become the future incarnations of their failure as administrators. The conundrum of power is that the less power a leader grants to people, the less powerful the leader becomes in the eyes of the people. Individuals have a…

Team management became popular during the late 1960s and early 1970s as educators adopted the concept to help solve the increasingly complex problems facing schools. The mere existence of a management team of central office and building administrators does not mean that team management is being practiced. Chapter 1 enumerates the benefits of team…

The college administration should use some simple procedures to manage a consultation actively, improving the likelihood of success. Issues to be addressed include focused administrative responsibility for the consultation, communication, information availability, campus constituency involvement, need identification, confidentiality, private and…

Fifteen recommendations are made for structuring governing board meetings, delegation of authority, new trustee orientation, trustee development, and communication with the president and campus community, to promote more effective board operation. (MSE)

In this book, eight contributors examine issues related to the likely effects of the decentralization of school governance on educational practice. Two major themes emerge in the book. The first (chapters 1 through 4) is that governance reforms in education may have little to do with what actually happens in schools, but have much to do with…

A college or university's management information system corresponds roughly to the institution's structure, with these elements in descending order in the hierarchy: policy and planning, a planning system, control and coordination, and typical operating systems (payroll, exams, scheduling, library, facilities assignments, and accounting…

The general structure of the human resource planning function in organizations and the responsibilities at each level of management are discussed. A framework for constructing and implementing a human resource planning system is outlined, and several approaches for human resource forecasting are examined. (MSE)

To create a better organized staff and renew emphasis on student instruction, this school district with the help of a consultant, reorganized the administrative organization. Problems were identified including uneven workloads, misplaced priorities, inefficiency, and improper distribution of authority. Findings were used to restructure staff and…

The Local Government Act of 1972 redefined local government boundaries in England and reduced the number of local education authorities. Ancillary corporate management "reforms" ultimately reduced the chief education officer's power, enhanced ruling party and chief executive power, and heavily politicized the education service. (49…

Nine rules are given for effective state government/academe relations: know the institution; know the state power structure; understand the current situation; maintain rapport with key officials; match institutional representatives with officials; lobby cooperatively with other groups; thank others appropriately; avoid bad-mouthing; and maintain…

Suggestions include: reducing tensions, establishing staff requirements early, enhancing the academic establishment, resuscitating lagging departments, beginning a public relations campaign, examining the curriculum, reallocating the budget, strengthening management, supporting imaginative leadership, and providing financing, imagination, and…

Guidelines are presented for the various levels of the government relations effort, minimum programs, staff responsibilities, and the role of associations. Advice on the politics of transition--as higher education moves to a lower priority in the political process--is also given. (Author/MSE)