Compares the management styles of Japan and the United States. (JOW)

Management is a structure of authority and responsibility and a process of direction and motivation whereby the stated purpose of people working together within a particular enterprise with a particular supply of resources and with a particular technology can be accomplished. Higher education could probably learn from business management, but only…

The author discusses management principles in general and in relation to time management. Stating that most managers and trainers do not understand these principles, he describes how to put them to work in planning time management programs. (MF)

These two speeches deal with management by objectives (MBO). The first explains the rationale for such a system based on systems theory, surveys and research projects, and research in the field of behavioral sciences. It is a system of organizational leadership that translates organizational goals into specific objectives for organization members…

This is the report of a conference sponsored by the Centre for Educational Research and Innovation. The conference discussed the findings of the Centre's 2-year program which attempted to demonstrate how the resource management of universities may be improved through better decisionmaking in the realms of finance, information, human flows, the use…

Principles of effective management commonly violated by educational institutions include: (1) unity of command; (2) division or specialization of labor; (3) delegation of authority; and (4) authority equal to responsibility. (JMF)

Exhorts higher education managers to attack not only small problems, but to see all sides of large issues to perceive its elements, thereby improving understanding of yourself and your job. (PG)

Not new in principle, management by objectives (MBO) focuses on the goals of an institution stated as end accomplishments. Community college administrators have been attracted by the reputed benefits of MBO: increased productivity, improved planning, maximized profits, objective managerial evaluation, and improved participant morale. This paper…

This paper discussed experiences in organizing a single purpose institution, Washington Technical Institute, for effective management. Emphasis is placed on the total conceptual framework required, specifications of vocational objectives, provisions made for effective management, organization of a work program for each of the academic…

Describes the Head Start-Johnson & Johnson Management Fellows program, whose mission is strengthening management skills of Head Start directors by providing training in human resources management, organizational design and development, financial management, computers and information systems, operations, marketing, and development of strategic…

This paper presents those functions of an executive that relate principally to his duty to and involvement with people. Subtopics indicate the executive as a leader, a person, a human relations agent, an employer, and a problem-solver. Leaders may be categorized by personality factors, by methods of selection, or the manner in which the leadership…

Written by a school superintendent, this booklet was intended to explain school district policies in Oregon's Grants Pass School District Number 7. Although intended for this district's educational leaders, it may also be of interest to other administrators and board members, and of special interest to new or aspiring administrators. The handbook…

This study begins with a look at current systems and practices in educational administration in an effort to identify the influence of certain interpersonal relationships on educational planning. Different types of planning organizations are then surveyed to illustrate that methods in and approaches to administration and planning are numerous. A…

This booklet provides ways for organizational team leaders to assess their team's effectiveness at regular intervals and to monitor their team's performance. The booklet identifies six key aspects, or dimensions, consistent across all teams. If all six dimensions are strong within a team, the team has the means to conduct its work and perform…

Developed to assist managers of adult and continuing education programs, this management guide contains thirteen chapters written by several authors selected for their expertise in their respective areas. These chapters are divided into three major sections. The first section includes three introductory chapters providing (1) an overview of this…