The president is seen as the single most important person in the life of the college or university. The central responsibilities of the board remain how to get the best possible people and give them the best possible circumstances to work in. (MLW)

By integrating his personal experience as an elementary school principal with research data, the author explores forces affecting the role of principal in an inner-city setting. (MP)

The author asserts that an important portion of an administrator's work is that of "problem finding." A case study and discussion of the relevant literature provide a definition of problem finding and its importance in understanding the work behavior of school administrators. (Author/MLF)

Offers ideas on ways in which private schools can recruit able trustees and recommends a seven-step process for nominating trustees, including examining the present board and school goals and needs; soliciting suggestions; ranking, screening, and meeting candidates; and selecting and approaching the final slate of nominees. (RW)

The president's role in college governance structure is discussed. Faculties and administrators, it is suggested, need to do more direct talking about their shared expectations, the boundaries of responsibility and authority, governance structures and the roles of the president and the faculty, and the goals and ends of governance. (MLW)

Considers questions of educational administration from an organization theory perspective, focusing on managerial attention as a coupling mechanism. Structured observations of minute-by-minute attention protocols for five first-line education program managers reveal relationships between an education program and its larger bureaucracy and the…

Reports the findings of nearly two years of close observation of a superintendent who managed to survive board and community conflict. Draws generalizations about how superintendents can survive. (Author/JM)

Conflict between a president and a governing board can be reduced by third party intervention. Before a board changes presidents, trustees should seek the best available outside analysts to help clarify issues and circumstances and identify possible alternative courses. (MLW)

Techniques learned and used by the University of Carolina's administration to aid the board in policy making, goal setting, and evaluation include: providing sound, timely, and sufficient information; two-way information flow; an annual meeting devoted to goal-setting; participation in university briefings; and personal contact. (MSE)

Points to the advantages of a long tenure for community college presidents in terms of opportunities for long-range planning and president-board relationships. Suggests ways of maintaining flexibility and enthusiasm throughout a long term in office. (AYC)

When the faculty of the Community College of Philadelphia organized for bargaining in 1970, the board hired two outside experts to negotiate. In the course of four crisis situations the outside negotiators imposed their own solutions, creating tension in the administration and loss of control by the board. (Editor/LBH)

A survey of 80 Nebraska superintendents found that "critical incidents" involving these superintendents and board members can irreparably damage professional relationships and lead to dismissals. Of the 12 categories of incidents, those related to board members' children, relatives, and friends formed the largest category, with role…

Heightened racial and ethnic-group politics and increasingly rocky board-superintendent relations are making the urban superintendency increasingly untenable. The politics of urban school governance can stymie even the best candidates. To survive, big-city superintendents need a thick hide, sensitivity to diversity, charisma, self-confidence,…

Summarizes in-depth interviews with six past and present Canadian superintendents from metropolitan school districts. Discusses school board expectations of superintendents, ways to build an effective working relationship with the board, the political demands of the superintendent's position, and instructional leadership and other aspects of the…