The management team concept, which developed in response to increasingly complex problems facing schools, is not only compatible with democratic concepts but has also proved responsive to teacher and parent pressure to redistribute power, broaden decision-making participation, and improve administrative efficiency. The school management team,…

The relationship between boards of education and school administrative personnel has been eroding, with some middle management personnel forming their own bargaining groups. It is the author's opinion that universal collective bargaining rights for administrators will prove to be tragic for education. He therefore supports involvement for…

School boards can have relationships to their school systems' central office that feature either democratic, administrative, or political styles of decision-making. The school board members themselves serve as active delegates for community interests, as trustees of educational tradition, or even as passive rubber stamps for the central office's…

Developed for use with 90 school systems in Western Pennsylvania, this manual was field tested and modified in some of those systems. It allows school board members to test themselves on six important aspects of school board operation: (1) the conduct of meetings, (2) relationship with the administrative staff, (3) educational program improvement,…

The implementation of selected coordinating functions by the professional staffs of state Junior College Boards in Florida and Illinois, and effects of the implementation practices on individual community-junior college integrity were investigated in this study. A survey of the literature revealed the generally recognized functions for which state…

This report first explores the conventional wisdom about what makes an effective school board meeting and then views what has been discovered about how boards actually conduct their business. Where it is clear that conventional wisdom and actual practice do not agree, questions are raised. It is recommended that a school board consciously consider…

Investigates the leadership of two New York State suburban school systems. Results show that neither a board- nor a superintendent-dominated system is likely to succeed entirely. A balanced set of roles involving collaboration is the only way to achieve effective school leadership. (MLH)

Details the process that helped Oklahoma City school board members decide what they wanted in a superintendent and how they went about finding that person. (MLF)

Examines causes of mistrust between a board of directors of a child care center and child care staff. Presents ways in which a center director can help build positive relations between board and staff members. (RWB)

The characteristics of exemplary school board members are (1) being results-oriented, (2) knowing how to conduct meetings, (3) appreciating the school system employees, (4) having good communication skills, (5) expecting quality work from administrators, (6) understanding "public trust," and (7) being a public servant. (MD)

Two cases illustrate some of the recent issues and decisions on the dismissal of school principals. Principals are cautioned that courts tend to defer to the judgment of school boards, particularly on matters within the members' area of expertise or authority. (MLF)

The Fifth Circuit Court of Appeals found that a Texas school superintendent, having failed to submit a written contract to the school board for execution, had no basis for holding that a property interest in employment existed. Certainty about binding obligations requires written agreements signed by both parties. (PB)

Seven suggestions are provided to help superintendents plan and conduct more cohesive school board meetings: (1) research all proposals; (2) schedule time for discussion; (3) anticipate questions; (4) include background, rationale, and options for proposals; (5) present reports lucidly; (6) allow for independent exploration; and (7) follow up on…

This essay discusses use of an employment contract to serve and protect the interests of both a library director and the library board of trustees. Current problems, advantages of a contract to the board, board solidarity, advantages to the director, the workings of contracts, legal necessities, and limiting tenure are highlighted. (EJS)