The Shawnee Mission (Kansas) schools have set up an employee recognition system that has raised pride and staff morale. To serve the district's diverse 4,000-person staff, the "Celebrate Success" committee recommended that a staff magazine, an idea pool, a corporate identity, and an awards ceremony be created. (MLH)

Although bus drivers, teacher assistants, secretaries, hall aides, and cafeteria workers are vital to the school organization, they are often overlooked entirely by inservice training and staff development planners. This article describes a Long Island (New York) school district's successful staff development day exclusively for nonteaching…

How one principal used the six-step problem-solving process--research, rank, plan, implement, evaluate, and publicize--to improve the faculty morale, student spirit, and discipline of a high school previously wracked with racial problems, violence, and community distrust. (MLF)

Too many leaders depend on the organization's formal processes to recognize people who have given outstanding performance or served beyond duty's call. One superintendent honors superlative staff accomplishments (or endurance of tough circumstances) by designing personalized awards for presentation at board meetings or other public functions. (MLH)

It is essential for administrators to reinforce good teaching, especially the encouragement of collegiality, pride, and a willingness to work harder. Outlines 12 tips to consider when praising teachers. (MD)

Staff development specialists worked with elementary school personnel to improve school morale by gathering information to assess the current climate, establishing task forces to deal with the problems, and training staff members in techniques for ameliorating the problems. (MLF)

Principals determine a school's culture and make the difference between whether teachers feel overburdened and powerless or valued and respected. Offers suggestions from a teacher. (MLF)

The chance to open a new school offers an exciting, if stressful, challenge to any school executive. In a case study involving a new middle school opening, a dearth of communication before the school opened continued throughout the year. Problems centered around faculty development and morale, governance and management, and curriculum.…

Describes the Birmingham (Michigan) Public Schools' morale-boosting program. First the superintendent established a district communications team (composed of administrators, teachers, and noncertified staff members) to plan morale-building events. The district also hired a consultant to work with staff and students to improve specific aspects of…

Suggests time-honored tactics for superintendents wishing to boost community support for schools, including (1) weekly school visits, (2) teacher-observation requirements for principals, (3) weekly board newsletters, (4) daily lunches with school children, (5) minimal yearly teaching requirements for all administrators, and (6) a well-developed…

Clinical psychologist Taibi Kahler's Process Communication Model is based on six personality types (dreamers, persisters, promoters, reactors, rebels, and workaholics). By satisfying people's individual communication needs, the model helps improve student motivation and achievement, enhances staff morale, and reduces the need for discipline. (MLH)

Afterschool systems reduce the number of employees, the surviving staff members often experience low morale, distrust, and guilt. Administrators can help the survivors by answering questions about the layoff: whether it was necessary; whether it was conducted fairly; whether those who were laid off were treated humanely; and what is the status of…

Describes a four-stage model for teacher career advancement in the institution whose present structure does not provide promotion for classroom excellence. (KS)

School climate can be improved by focusing attention on the groups that make up the school community. Suggests ways to recognize students, faculty and staff members, parents and community members, and school board members. (MLF)

Borrowed from the world of business, "management by wandering around" at least one hour per week should help superintendents make better decisions as well as improve relations with staff. (KS)