Outlines 10 ways school boards harm themselves. (IRT)

The practice of granting tenure to academic administrators, especially presidents and academic deans, seems fairly prevalent. However, it is important to consider the possible advantages and disadvantages carefully before making such an offer. Boards interested in attracting talented administrators empowered to do what is in the best interest of…

Employee turnover contributes to lost production, disrupts normal business practices, and is expensive. This literature review examines turnover of three administrator positions: the school superintendent, the executive director of nonprofit agencies, and the chief executive officer of for-profit corporations. The most cited reason for turnover of…

Article discussed the interaction of college trustees and administrators as well as the local community. (RK)

New school board members need crash courses in boardmanship and basic educational principles. Such a move cannot help enhance their credibility rating with taxpayers, as well as lay the foundation for a new two-way relationship between administrators and policymakers. (Author/WM)

The principal is no longer regarded merely as a middle manager. An effective board relationship should develop his leadership role. (WM)

Conversation serves as a checklist for effective school food service. (MF)

Compares Rough Rock Demonstration School with three schools administered by the Bureau of Indian Affairs (B.I.A.), and finds that Rock Point, B.I.A.'s experimental school, has academic and dormitory programs definitely superior to the nationally publicized programs at Rough Rock. (JM)

Dr. George G. Garver, award-winning superintendent of the Houston school district and subject of EA 501 970, an article by Moselle Boland describing Garver's successes, ousted by the Board of Education. (EA)

Revised version of talk given at American Management Association in August 1969 which asserts presidents and trustees are responsible and accountable for making clear the educational institutions' mission, establishing procedures to accomplish it and gaining acceptance and unification of the administration, faculty, students, alumni and community.…

By having clear expectations and giving support and freedom to a new school district superintendent, this school board achieves a smooth transition and successful first year. Successful superintendents identify and utilize a staff's talents, stay on top of things, have straightforward positions grounded in convictions, and the ability to accept…

Some thoughts on governing board chairperson and president relationships are offered: mutual expectations must be clear, the president must be teacher to the institution's various publics and especially the board, a president should avoid any private or personal agreements with individual board members, etc. (MLW)

School superintendents asked to relate the most difficult personnel problems of their careers and how they dealt with those crises agreed that sensational cases are easier to handle than those requiring delicacy and patience. Anecdotes illustrate the superintendents' problems and their solutions. (MLF)