Chief executive officers (CEOs) often select successors who fail. CEOs may choose badly because they cannot foresee the future, recognize the qualities that led them to success, or betray company traditions. Most often, however, they unconsciously wish to prove that no one can do the job as well as they have. (Author/JF)

Discusses three guidelines that can help managers through the maze of communication planning and execution: (1) be honest, open and accessible; (2) be prepared; and (3) be flexible. Outlines three communication "challenges" involving BFGoodrich that illustrate these guidelines. (RS)

Instructional Management must be carried out so that it is responsive in an accountability sense to the social system; there must be negotiation and communication among a variety of parties; and the work must be understood, accepted, and supported by all key participants. Communication is needed to establish and maintain the system, to resolve…

Describes the management principles and the mental attitude necessary to effective food service management. (JF)

The purpose of the 1969 workshop on community college administration held in Colorado was to provide the 24 participants from 12 states with an overview of many important concerns of community college administrators and to study several of them in depth. The workshop included field visits to the Community College of Denver. During the 2-week…

Suggests that a marketing approach can be applied to community mental health centers. Marketing is a management orientation of providing services for, not to, patients in a systematic manner, which can help mental health centers improve services, strengthen community image, achieve financial independence and aid in staff recruitment. (Author)

This essay examines the growth of professionalism in educational administration and concludes that early promise was not fulfilled, mainly because social and political factors influenced training programs and practice more than did research and theory. Areas in which educational administration still falls short of professionalism are discussed.…

The author argues that very wide consultation tends to discourage innovation and favor stand-pattism and that the very great benefits of openness and wide participation are flawed by apathy and non-participation, by muscle-binding legalisms, by processes which polarize two adversary sides, and by the encouragement of mediocrity. (JT)

The stated objective of this paper is to keep the Black administrator out of court by creating an awareness of legal pitfalls: the discussion is divided into four sections--a brief overview of some of the functions of administrators and administrative agencies, sharing information with the public, the use of discretion, and limitations of the…

Adult education administrators should constantly work toward effective utilization of time. Administrative effectiveness is a function of the relationship between goals and outcomes, both of which are conditioned by time. Suggests ways that administrators could make more effective use of their time. (EM)

Describes financial management problems typically encountered by child care center directors and owners. Offers suggestions for planning and management techniques to overcome problems of cash flow, budgeting, rising costs, underpricing, declining revenues, fee collection, and liquidity. (NH)

This paper delineates the exact methodology developed by the Sports Institute for Research/Change Agent Research (SIR/CAR) for applying a systems analysis technique to a voluntary mutual benefit organization, such as a school or amateur athletic group. The functions of the technique are to compare avowed and actual behavior, to utilize group…

This Digest argues that management factors are central to youth program successes and failures and that these factor have been ignored in research on youth programs. Instead, the Digest notes that research and evaluation of programs have focused on the following: (1) whether the right audience is served; (2) whether to make incremental…

A model proposal for a strike contingency plan is presented as a guide to the many concerns that must be dealt with so that potential disrupting activities of employee organizations will least compromise the instructional program. Operational, instructional, and negotiational considerations are listed for a private, multi-campus university. (JT)