Discusses how an administrator can develop an organizational climate that fosters trust, independent action, risk taking, self-evaluation, and productivity. (Author)

Principles of effective management commonly violated by educational institutions include: (1) unity of command; (2) division or specialization of labor; (3) delegation of authority; and (4) authority equal to responsibility. (JMF)

Considers some of the negative implications of using a business model for the university, which treats students as customers and education as mass production. (SJL)

Discusses common categories of inhumane management behavior identified in a survey of principals and school district administrators. (JG)

Outlines 15 time-saving strategies for busy school administrators, such as goal and priority setting, bunching (clustering similar activities), chunking (breaking down complex tasks into more manageable parts), pursuing brevity, setting deadlines, delegating, eliminating time wasters, preparing strategic plans, saying no, hiding out, and…

Offers some practical advice for central office administrators desiring greater campus visibility, such as informing teachers before visiting classrooms. Central office "ivory tower" people cannot monitor schools and give them appropriate feedback without knowing what specific support is needed. (MLH)

Principals can improve their approach to curriculum supervision by applying six supervisory processes (organizing, planning, coping with change, implementing, problem solving, and evaluating) to six curriculum levels (written, taught, resourced, experienced, tested, and ideal) and using three supervisory roles (as monitor, standard-bearer, and…

Discusses adoption in the Philippines. Considers the Philippine adoption laws, foreign adoption, social concerns related to adoption, and standards for foreign adoption. (RJC)

Effective managers learn to delegate responsibility without compromising their authority. Administrators can easily delegate work that can be done by others, operational and recurring tasks, information collection, meeting attendance, and tasks in the subordinate's job area. Administrators should not delegate performance evaluation, disciplinary…

Describes the transformation of the Colgate Interdisciplinary Writing Program into a department. Notes that, as the members of the program strove to lose their subordinate status, they worked against the temptation to do so in a militaristic spirit of antagonism, for that would undermine the collectivism that characterizes the program's…

Exploding in anger has its charm, though putting sand in the social oil is not simple. Rudeness, like celebrity deaths, comes in threes: daily, demented, and inspired. Administrators should be forewarned: rudeness is effective only when coming from power. Powerless rude people are called nuts; powerful rude people are deemed eccentric. (MLH)

Provides a review of the key ethical theories and relevant empirical research relating to the practice of human performance technology. Topics addressed include ethics, morals, business ethics, ethics officers, empiricism versus normative ethical theory, consequentialism, utilitarianism, nonconsequentialism, Kohlberg model of cognitive moral…

College and university business officers are encouraged to implement an endowment distribution method that increases the amount distributed by a fixed annual percentage based on asset mix, inflation, and expected return. Such a payout system provides a predictable, steadily increasing level of endowment income yet maintains the purchasing power of…

Drawing on management theory, this article explores the costs, benefits, and sources of organizational conflict in the academic library context. Five responses to conflict (using power, avoiding, accommodating, compromising, and problem solving) are described, and guidelines for using problem solving to manage conflict effectively are offered. (14…

Suggests that thinking about international communication within a framework that aligns an organization's global management strategies with international communication practices enhances not only consulting practice but teaching as well. Describes the framework, and argues it introduces ways of thinking about global management strategies and their…