Managerial style has implications for program evaluators who wish teir work to be utilized in the decision-making process. This article characterizes managerial behavior in general, and draws some inferences as to how utilization would proceed and how it might be increased. (Author/CTM)

Describes the evolution of the multiple English department, sets forth "commandments" for English department chairpersons, and points to qualities of the ideal department chairperson. (GW)

Trends and changes in recruitment and hiring practices for academic administrators are reviewed, based on a study of job notices appearing in six issues of the "Chronicle of Higher Education" between January 31 and March 7, 1977. Results from a sample of 72 advertised positions indicated a clear persistence of all institutions in drawing only from…

Evaluating the president is tantamount to evaluating both the present conditions of the institution and also its direction. Such evaluation is not possible without comprehensive institutional planning, which can be accomplished by developing a comprehensive and quantitative profile of the institution. (LBH)

Describes 21 characteristics of a good manager, including: confidence with knowledge of personal limitations, responsible, decisive and principled, motivated in regard to life and work, handles stress effectively, intuitive, learns from mistakes, always learning, caring, empathetic, believes in people, has helpful attitude, strives towards goals,…

The degree to which a principal provides appropriate and sufficient support for implementation of a gifted education program will determine the success of the program. Actions that can facilitate implementation, teacher use, and institutionalization and the effects of various managerial styles are discussed. Components of a gifted program are…

Results of two surveys of 59 and 47 school board presidents from 26 and 21 different states, respectively, having district enrollments of 300 or smaller, indicated the most valued capabilities considered in hiring rural superintendents were interpersonal relations/communications skills, financial/organizational management skills, and good moral…

Counters C. Emily Feistritzer's charge that school administrators constitute an old boys' network. Claims that boards and superintendents are sensitive to the need to recruit women and minorities. The candidates are simply not there, possibly because they are attracted to other professions. Defends administrators' insularity and unanimity…

Presents child care center directors with a variety of relevant management ideas from business and the child care field. They include translating employee body language; leadership myths; on-the-job teacher training; undesirable bosses; wasting employee talent; voicing disagreement; employee anger; encouraging creativity; and coping with late…

Some advice on attracting good people for a college administrative team, including the toughest positions to fill, searching outside academe, improving confidentiality, and how to find the best candidates is presented. (MLW)

Studies the leadership behavior characteristics among occupationally mobile and nonmobile superintendents to find consistent qualities of the mobile group. (JW)

A sample of 225 secondary level public school principals completed a questionnaire assessing manipulativeness, job satisfaction, and locus of control. Results showed external locus of control positively associated with manipulativeness and low job satisfaction. Internal locus of control was positively related to nonmanipulativeness and high job…

Presents a selection of literature on the subject of women in management, emphasizing the most noted authors and studies of the 1970s and 1980s. This article looks at the characteristics of these women, their successes, and their future as managers. (CT)

Questions relative to unit strengths and weaknesses, mission, resource allocation, and desired leadership characteristics should be addressed prior to beginning a dean selection process. Responses to these questions may help instititions find a dean who can provide the desired type of leadership. (DF)

Higher education is seen as an industry. The roles of a faculty member who manages a department or a division in an institution are discussed including: planner, evaluator, recruiter, innovator, motivator, and entrepreneur. Faculty members need to increase productivity. (MLW)