The AGB Board-Mentor Service provides member boards with on-campus workshops to assess their organization and performance. The basic role is to serve as a catalyst to engage boards in discussions of the results of a self-study and matters of special concern. Names of the 32 board-mentors are listed. (LBH)

Governing boards in search of a college president often look for the wrong kinds of qualifications, such as an earned doctorate, scholarship, and significant administrative experience in higher education. Presidents should be hired for their mental capacities, stamina, and the desire for spiritual rewards. (MSE)

A list of trustee responsibilities, as adapted from a private college's trustee handbook, includes suggestions for active involvement in decision making, self-education about the institution and issues, and participation in meetings. (MSE)

Provides basic guidelines which school officials and school boards may find helpful in negotiating, establishing, and managing objectives. Discusses characteristics of good objectives, specific and directional objectives, multiple objectives, participation in setting objectives, feedback on goal process and achievement, and managing a school…

A school board member discusses the roles school boards and superintendents should maintain in the management of schools. The division of authority between the two is critical. Includes four steps to keep disagreements at a minimum. (MD)

An interview with an experienced, inner-city elementary school principal. Discusses forms of creative-insubordination, a practice by which local administrators disobey district orders for the good of the school. Weighs the advantages and dangers of discretionary decision-making. (KH)

Beginning with a historical review of the evolution of the superintendency in public education, this article focuses on mistakes made by superintendents in the early days of collective bargaining. Their attempts to act as intermediaries between boards and unions resulted in unions taking advantage of them to erode management prerogatives. (TE)

Conflict often occurs between architects and superintendents during the school building process. Expanding the "Standard Form of Agreement between Owner and Architect, "provided by the American Institute of Architects, to include terms written specifically for the protection of the owner can help resolve such conflict. (MLF)

Offers a checklist of information that local education authorities in Great Britain should supply to candidates for head teacher positions, drawn from recommendations made by professional associations findings of research. Describes the methods used to develop this checklist. (PGD)

The selection of a school board president is as important as the superintendent's selection. Four ways not to choose a president are outlined, as well as six points of advice for the selection of good school board presidents. (MD)

Reports on the design of a 24-item, Likert-type scale for measuring attitudes of school council (school board) members and school principals concerning the proper relationship between principals and the school council. Describes the situation in Victoria, British Columbia, that prompted the study for which the scale was designed. (PGD)

Thirty-nine specific recommendations, adapted from a rigorous mission statement reached through a participatory process at Notre Dame University, indicate the range of the chief academic officer's involvements. (Author/MLW)

The president of Wesley College, Delaware, offers management guidelines for coping in a period of severe financial stress which include involve the board, examine past audit reports, talk to personnel, install an energy control system, and examine business office computer sheets and ledger books. (MLF)

Reports on a 1982 survey of Michigan community college presidents and trustees conducted to determine their perceptions of their roles in evaluation, budget preparation, and bargaining and of board/president relationships. Though the majority of the presidents and trustees seemed to have good working relationships, minority responses showed…

Given the relatively few positions on the governing boards of public colleges and universities, every trusteeship is important. Along with the respect appropriately afforded trustees and regents comes special obligations, responsibilities, and high expectations from many sources. How boards can cope with the expectations and ambiguities inherent…