The Institute of Museum and Library Services (IMLS) is committed to bringing together museums and libraries across the country for conversations dedicated to developing a better understanding of the roles of libraries and museums as providers of public service to communities. The Future of Libraries and Museums in the 21st Century Planning…

The workbook is intended to help people working on a community level to secure services for handicapped children. It assumes that the reader already has gathered data to determine gaps in the community's existing service system and that a list of needed services has been identified and prioritized. An introductory section examines what is meant by…

Discusses reasons why empowerment is a salient issue for the information profession and explores the sources of power. Strategies are suggested for increasing position power, knowledge power, and personal power, thereby enhancing the overall power profile of the individual and the profession. Barriers to and benefits of empowerment are also…

Examines a dean's power in the following areas: rule-making, budgets, requests, leadership, discretionary funding, scheduling, staffing, curriculum development, and coordinating resources. (PD)

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)

Discussion of managing instructional development projects focuses on organization--the step between planning and implementation. Results of poor organization are discussed, and three major tasks of the manager are explained: establishing work groups; assigning responsibilities and authority; and delineating relationships between groups. (Contains…

Presents the author's views and philosophies in reflection as a former dean of Graduate Studies, Faculty of Arts and Sciences. Considers how form guards against the arbitrary use of power, but imaginative power is necessary to overcome the tyranny of mere rules and the inertia of disciplinary structures. (SG)

Principals and administrators need to demonstrate management authority and leadership behavior. Discusses the strengths and weaknesses of different styles and how different leadership styles affect organizational climate. Includes a figure. (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)

Focuses on the department chair's use of power and concludes that abdicating the power that accompanies this position is tantamount to abdicating the position. (PD)

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)

Summarizes strategies and techniques of effective bargaining that will empower the negotiator in virtually any bargaining situation, whether personal or collective. Sources of bargaining power and their applicability to particular negotiations are described, with emphasis on librarians as negotiators. (CLB)

A model is provided for a political action workshop to educate individuals in the political process and productive participation. The workshop begins with a quiz designed to make the participant recognize the inadequacy of his political involvement and of political involvement in the country in general. A segment on the legislative and policy…

Discusses the use of power by principals and teachers' perceptions of the principal's power. A study of elementary principals in North Dakota and Minnesota identifies seven power strategies used by principals: assertiveness, ingratiation, rationality, sanctions, exchange, upward appeal, and coalitions. Includes nine references. (MD)

Reports a survey of 60 school administrators on most frequently used power tactics and most effective tactics for principals. The use of the administrator's personality to acquire power was reported as the most often used and most effective strategy. (MJL)