Basic to good programming is input from and support of the individuals for whom the program is developed. This essential philosophy is termed "participatory management" in business environments and provides a framework in a university setting for establishing a program involving considerable money, staff commitment and effort, institutional…

This booklet contains most of the materials needed by the learning group leaders and group participants in Zimbabwe's Cooperative Member Education Campaign. The 10 meetings in this course focus on cooperatives. Detailed instructions for learning group leaders present specific suggestions for conducting the meetings, including what to say,…

A strategy to reform the educational system based upon collaboration and inclusion, vision building among all participants, the establishment of a new infrastructure, and the replacement of linear, top-down planning is explained. Each of these four goals is examined with suggestions for implementation given. After this strategy is outlined, three…

Noting that considerable research has been conducted in the area of political communication, this paper points out that little attention has been given to direct legislation techniques--means by which citizens participate in the legislative decision making process. To establish a rationale for the study of direct legislation efforts, the paper…

The use of evaluation findings for program improvement and decision making was explored with the philosophy that different levels of information use occur--from altering perceptions of a program, to influencing major decisions about it. The strategy of deliberately involving potential information users such as clients, sponsors, and other…

In 1985-86, Butler County Community College (BCCC) was awarded a Title III Planning Grant, which allowed the college to develop a long-range strategic planning process. Expected outcomes of the process were to define future directions for BCCC, capitalize upon present and future realities, provide systematic processes whereby the college is able…

The shared governance program in the Salt Lake City schools has the teachers and administrators working together to solve problems. (IRT)

The Management Decision Making Matrix establishes the basis for the development and revision of a district management philosophy, procedures, job descriptions, as well as group and individual goals and objectives. It provides the management team with the basis for identifying decision making areas and assessing appropriate degrees of involvement.…

Describes the residents' committee in China as a form of neighborhood organization that acts as a linking mechanism between the bureaucracy and ordinary citizens. Argues that the residents' committee can reflect community problems and needs to policymakers and, conversely, help the grassroots government explain or implement public policies. (CH)

The collaborative school provides a climate and a structure that encourage teachers to work together with the principal and other administrators toward school improvement and professional growth. (Author)

The project described attempted to analyze the informal and nonformal educational practices within certain community agencies that are part of an emergent social movement in Cape Town, South Africa. The paper focuses on a critical discussion of internal participatory democratic practices within the agencies. (CH)

The Governmental Accounting Standards Board (GASB) has two major distinctions: national recognition for determining Generally Accepted Accounting Principles for state and local governments, including school districts, and its commitment to due process. This article urges GASB's 11,500 constituents to participate fully by responding to discussion…

Offers administrators 15 guidelines for effective delegation, descriptions of 6 participatory decision making methods, and 5 procedures for problem solving. Discusses advantages and disadvantages of delegation and participation. (LFL)

Discusses an instrument called "The Balance of Power" which is designed to enable managers to identify their management skill needs and improve their management style by balancing effective planning and involvement of the person to be managed. Five management styles and their idiosyncrasies are discussed. (MBR)

Analyzes the effects of an implementation of a three-day/thirty-eight hour (3/38) work schedule among information systems personnel (N=84). Data showed that 18 months after implementation, 3/38 employees still strongly favor the compressed schedule. Data also suggest substantial organizational payoffs including reductions in sick time, overtime,…