This collection focuses on transformations in the governance of education, paying attention to the trans-nationalisation of educational policies and the emergence of new actors in education. It focuses on the knowledge and instruments of government that shape education systems at different scales of governance. The book is a contribution to this…

Defines courage in educational settings and explores the development of conditions that allow courageous actions. (MD)

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)

Understanding that line relationships involve decision-making and that staff relationships do not, and knowing which relationships in the organizational framework belong to which set at which times are critical to the smooth operation of an organization. This article discusses these relationships and their impact on educational organizations. (PGD)

Presents an impasse resolution model for resolving teacher union negotiation impasses. It motivates citizens to participate in the bargaining process and provides an incentive to unions and administrators that makes the risks of failing to reach an agreement too substantial to disregard. (MD)

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…

This paper argues that there are at least two decision-making systems in the school: (1) the first reflects mainly school-wide affairs and lends itself to rational, centrally controlled procedures that restrict behaviors to conform with well-programmed events; and (2) the second reflects mainly classroom affairs and requires flexibility and…

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…

In light of the complexity of the administrative conditions in higher education institutions, academic planners must prepare for the 1980s by increasing their understanding of the institution as a political system and learning to plan under conditions of economic adversity and intense political action. (MSE)

This paper presents an outline of teacher empowerment issues. Section 1, "Definitions of Terms and Concepts Related to Teacher Empowerment," focuses on "Teacher Empowerment,""Dimensions of Empowerment,""Three Views of Empowerment,""Issues Related to Empowerment,""Terms Frequently Used in the…

The University of Illinois at Chicago's Neighborhoods Initiative is used as an example of how planning occurs in a situation of shared power, the relationship between participants' goals and what actually gets done, and the role of planners in linking knowledge and action. The collaborative planning model is characterized by incrementalism;…

Proposes the transfer of authority from the principal to a board of teachers and parents. (Author/JM)

This paper argues that the rapid influx of information technology into society requires a change in university administration from the current political system to a computer based management system for higher productivity. The paper describes the dysfunctional nature of the political system of management in its lack of full accountability. The…

This study of the composition and operation of both "top down" and "participative" school management teams in 18 Israeli elementary schools considers (1) how management teams are organized, solve problems, and make decisions; and (2) how the operation of the management team influences school effectiveness. No relationship…

Over a decade ago New Jersey granted significant financial and operating autonomy to its state colleges. A look back to 1986, when the legislation was being implemented, identifies elements that enabled the successful transfer of responsibilities from the state to the campus. These included three categories of specific autonomies: cash management,…