Contends that outside management auditors would be "snoops," that using them would indicate a school board's lack of trust and promote divisiveness among employees, and that management audits are based on the false ideas that schools can be run like businesses and that boards do not know their responsibilities. (RW)

Sabbaticals for college presidents are recommended by a president who returned to his institution after a year working on a doctorate in higher education administration. Benefits to both the president and the college are noted. (MLW)

The Ashwaubenon (Wisconsin) school board bases its superintendent's evaluation on the job description and on three to five specific goals that the board and superintendent mutually agree upon. The areas of evaluation used from the job description are people management, task management, and personal competence. (Author/MLF)

In order to help trustees fulfill leadership responsibilities, presidents should help them explore three areas of knowledge (the college, trends in higher education, and trends in society), identify and explore their specific governance responsibilities and behaviors, and guide them in balancing cost effectiveness, quality, and humanism. (MSE)

Three trends in collective bargaining for school administrators can be identified: (1) granting of bargaining rights to teachers is necessary for granting similar rights to administrators; (2) eligibility is determined more often by job function than title; (3) scope of negotiations is similar for administrators and teachers but actual provisions…

Describes issues in superintendent hiring process and school-board role in sustaining success for new superintendents. Reports findings of survey of 54 new Indiana superintendents about their recruitment and interviewing experiences and the "honeymoon period" of their early employment. Finds, for example, that one-third of superintendents reported…

Increasingly, school boards are using consultants to help them hire the right superintendents for their school systems. Proposes extending the consultants' contracts to coaching both board and superintendents on developing an effective working relationship. (MLF)

A trustee at both a military school and a major university finds common responsibilities and dynamics on both boards and offers suggestions to development officers in their work with both trustees and fund-raising volunteers. (MSE)

Unusual circumstances creating a conflict, requiring a choice, and having pivotal consequences for the future of the organization can serve as tools for assessing management effectiveness, revealing and testing the relationship between the president and the board chair. (MSE)

A positive relationship between the board and the superintendent keeps a school system running. Offers 10 tips to promote such a relationship. (MLF)

According to a survey of 46 recently departed Michigan school superintendents, departing superintendents can announce their intention to leave and still maintain a viable leadership role. Lame-duck superintendents should help the board think through the superintendent-selection process and review possible promotions, recognize staff achievements,…

Stylistic friction between superintendent and school board underlies much of disharmony that often characterizes these relationships. The most successful matches occur between high corporate-type boards and high task-oriented superintendents or between high familial-type boards and high relationship-type superintendents. Friction reduction or…

Offers new superintendents some practical survival strategies, including knowing the board, administrators, and union; understanding the power base and the power of administrator visibility; building good board meetings; and holding their families dear. (MLH)

To make conflict resolution easier, this article advises board members to determine nature of the conflict and choose an appropriate course of action. Situation might call for quick, decisive action; establishing a discussion date; reaching a temporary consensus; or working with involved parties to reach a positive resolution. Sidebar offers tips…

Describes how, although trustees used to shake hands with a new president to seal a deal, both are now insisting on formal terms of employment. (EV)