This paper describes a participative model of strategic planning for use by higher education institutions. First it reviews five principles or assumptions of a participatory model: the person doing the job is the expert; that which is strategic must be validated by the operation; accountability, authority, and information are always equal and…

Proposes use of quality circles (QCs)--groups of employees who meet to learn and apply techniques for solving problems affecting work or workplace--to involve library employees in decision-making process and improve morale and product/service quality. Basic philosophy, establishment of QC, and QC techniques are noted. Twelve references are…

Major points made by the authors of this special journal edition are briefly reviewed. A shift from a general practice model of school psychology to a corporate model is noted. Differences between teamwork in schools and in industry and medicine are described, and team functioning in schools is equated with committee activity. (Author)

Presents techniques for ensuring constituency involvement in district- and site-level budget management. Outlines four models for securing constituent input and focuses on strategies to orchestrate the more complex model for staff and community participation. Two figures are included. (LMI)

This article reviews the basic tenets of the Situational Leadership model, examines the steps of the Conflict Model for decision making, and presents a conceptual model that integrates the two. The integrated model aims to provide a systematic means for allowing individuals to learn how to participate in organizational decisions. (JDD)

This pyramid model of team development has four sides--awareness, behavior, communication, and direction--on a foundation of evaluation. The four equal sides of a pyramid represent the equal importance of the different roles, including leader, within a team. All team members are involved in evaluation and deciding what is important, which empowers…

This fact sheet focuses on principles and practices of collaboration, especially between community crisis nursery and respite care services for families of children with special needs. First, the paper distinguishes among various ways to share resources, including networking, coordination, cooperation, and then collaboration, which is seen as…

The goal of the seminar reported in this document was to consider the site leadership and management issue as it relates to professionals' changing roles and influences educational equity and excellence. The seminar attempted to bring sensitive reform movement issues back to those most affected by their implications. An important seminar element…

One of the most valuable skills in group decision making is the ability to make trustworthy judgments about group performance. It follows from the "inferential model" of social cognition (Pavitt, 1989; Pavitt & Hight, 1986), that there are three types of judgments relevant to the group context: (1) behavioral (what the group did);…

An analysis is provided of the governance system of the California community colleges based on a case study of one example of decision making. First, background information is provided on the history of the California community college system, with particular focus on state and local decision-making processes. The next sections address the…

This article presents an abbreviated report of a study to develop a model for achieving student participation in the governance of senior high schools. It also presents a blueprint for the implementation of this model in existing schools. For the study, a survey was done of a representative sample of senior high school students, teachers, and…

A model for examining the relationship between the professor and teaching assistant (TA) was tested at the University of California, Irvine. Based on an open communication system between professor and TA, problem identification and solutions strategies were a participatory process. Professor and TA opinions about participative restructuring were…

Two general models for bringing about change--the structural model and the people model--are described. Team leadership and team building are seen as people-oriented approaches to change that also affect the structure of an organization. Both targets of change--people and structures--should be approached in tandem. (MLW)

The merits of managerial and collegial models of governance are discussed. The experiences of a faculty member turned trustee of a public consortium of colleges in Colorado are described. (MLW)

Discusses a postal survey of British primary headteachers showing that most principals have senior management teams (SMTs). Makes comparisons with secondary-school SMTs; summarizes heads' accounts of their teams' origin, structure and role; and presents tentative models of team decision making. Describes heads' criteria for judging team…