This paper suggests an approach which combines ideas about coalitions of power in managerial organizations with a soundly based technology of management development intervention. (Author/SSH)

Explores three aspects of management research supervision: range and adequacy of supervisory roles, processes of supervisory intervention, and perceptions of power relationships. Identifies actions for supervisees, supervisors, and organizations in terms of academic and supervisory roles, intervention styles, and power relationships. (SK)

The literature suggests collaborative planning is purely egalitarian, but this article identifies a form called "dialectical collaboration" providing situationally determined variations in the locus of control. One district's experience planning an administrators' inservice program illustrates dialectical collaboration. The authors urge…

The author proposes a new role synthesis for the principal, that of Chief Executive Officer--the ultimate "quality control officer" for the school and its program. He cites three main areas for change or improvement that principals must effect in order to assume executive authority. (Author/SJL)

The process of reexamining and reinventing a company demands a new organizational theory and, at the same time, a critical evaluation of the limits of existing theory. This book argues for change strategies that are aimed at creating more permeable boundaries within organizations. Four major sections focus on one of the four types of…

Explains the importance of developing empowered employees, outlines stages of supervisory growth from administrator to coach, defines sources of the supervisory power base, explores differences between traditional and empowered thinking in job design, and describes how to build an organizational learning culture. (SK)

After examining how management development and organization theory have developed, the author considers how the two are linked and discusses their place in today's management scenario. Looks at how management development practice has used theories of organizational structure and process, permitting a new form of management appraisal or…

Describes power structure of corporations functioning under Theory W in which single leaders, in partnership with trusted followers, achieve corporate success. Basis of this industrial structure is attributed to social and developmental structures of prehistoric man and city states. Dimensions of W, X, Y, and Z theories are discussed. (MBR)

Human resource development (HRD) occupies some interesting educational territory. Given the rapid pace of development and innovation in education and in the practice of HRD, coupled with alternative approaches to learning, a re-evaluation of HRD might be expected to be a prominent feature within discussions of the future practice of HRD. However,…

This paper discusses the silences that arise when female educational administrators reflect on their practices during most public discussions, seminars, and lectures. The term "silence" refers to the situation in which people who perceive themselves as less powerful than those from the dominant culture (that is, women and minorities) tend to not…

A formative inquiry into the institutional dimension of educational leadership is presented. Based on the thesis that individual educational leadership is a myth derived from misconceptions about social institutions and from the failure of the institution of education to value intellect, the paper demonstrates that these shortcomings stem from the…