A synthesis of literature on administrator assessment and staff development and a directory of resources are presented in this document. Section 1 discusses several aspects of administrator evaluation--the purposes of performance assessment; the components of evaluation; and the issues, processes, and recommendations for an effective evaluation…

This final report describes the federally funded Parents and Visually Impaired Infants (PAVII) Project, which served 28 families in the San Francisco, California, area. The report describes assessment and intervention materials that the project developed, field tested, and disseminated. It lists the infants' types of visual impairment and…

Because of increased emphasis on accountability, program evaluations today must go beyond measures of change in program participants to consider the effects, either direct or indirect, of staff development on students and their learning. A model is presented illustrating the relationship between staff development for teachers and student learning…

Few reliable data exist to provide an accurate estimate of the money invested in staff development or inservice programs in the United States for elementary and secondary school personnel. There are, however, some indicators by which costs of staff development programs at the federal level can be inferred. The problem of accurately gauging staff…

The development of a comprehensive training model designed specifically for school-based decision making is discussed in this report, with a focus on teaching relevant skills and when to utilize them. Loosely based on Vroom and Yetton's 1973 model of participative decision making, the model is characterized by a general-to-specific continuum and…

This paper offers a summary of research on the professional induction needs of beginning school administrators and a report on a professional induction project conducted by Arkansas State University. The project initiation process: (1) identified and interviewed newly practicing school administrators in 25 Arkansas counties; (2) determined their…

Interactive videodisc training will only come into its own when its effectiveness for improving performance in the workplace is documented through carefully planned and implemented evaluation activities. This paper suggests a model for thorough, fool-proof evaluation to enter each phase of training course production and the rationale for each…

This volume describes the evolution and implementation of the Junior High School Network Project (JHSN), one of nine programs selected by the Documentation and Technical Assistance (DTA) Project as demonstration sites for enhancing the problem solving capacities of urban schools. As described, the original proposal for the JHSN was directed toward…

The Interdependent Support Service Model, a 3 year project operated by the Hennepin Technical Center (Minneapolis, Minnesota) was designed to evaluate and program for communication and motor needs of severely/profoundly handicapped students and to develop related inservice training for staff. First year activities included modifying existing…

Human resources, together with physical and financial resources, are the three most important means of success available to the manager of an organization. The human resource is the most crucial element for achieving productivity, but it is also the most difficult to manipulate. Alienation in the workplace is one cause of low productivity. Factors…

Sixty profiles are presented that demonstrate actual contracting in practice between organizations and colleges for the provision of instruction to employees, clients, or members. The objective is to assist colleges in the early stages of developing such arrangements, as well as to guide organizations that are considering this approach. Contracts…

THE FOLLOWING IS THE FULL TEXT OF THIS DOCUMENT: Because of budgetary constraints, we were forced to have a daily schedule which gave all teachers a common conference period. The conference periods occurred either at the beginning of the school day ("A" period) or at the end of the school day ("Z" period). The regular schedule…

A case study describes how a rural local education agency (Allegany County, Maryland) developed a comprehensive staff development system. It presents some contextual and theoretical background information, summarizes the problem as perceived by key actors, and then describes a series of activities resulting in the development of the comprehensive…

For academic leaders who must encourage and enable faculty self-development the authors list 47 activities designed to reinforce, motivate, and enable self-development. For faculty members they list 95 activities, the strategy being to change environments, to risk new exposures, alter habitual patterns, and undertake new challenges. (JT)