A changing society makes new demands on leaders and on the organizations they design and manage. Recent social science research has clarified some of the relationships among power, power-sharing, and effective leadership and has indicated that power attached to a wide variety of organizational positions can enhance the organization's productive…

Groups (N=62) of four members each used a multiple role-playing technique under three conditions: majority rule, unanimity rule, or no assigned decision rule. Results suggested that assignment of a majority rule has greater potential for reducing power inequalities. Discusses changes in members' self-perceived power. (Author/RC)

The imminent educational crisis is at once economic, political, cultural, and ideological. Curriculum is discussed in relationship to Marxist ideology, conflict in the labor force, and political practice. (JN)

It is submitted that, in the court decision on Yeshiva University and collective bargaining, the court failed to provide the National Labor Relations Board with any clear guidelines for applying its managerial context test. The decision's consistency with the National Labor Relations Act's intent is questioned. (MSE)

Stresses the benefits of interorganizational relationships formed within an association of organizations. Consequences of abstaining from such groups may be self-interest, professional alienation and a weakened structure. The organizations discussed are the National Employment Counselors Association and the American Personnel and Guidance…

Administrators in higher education frequently assume a type of rationality based on bureaucratic or political models of organizations, or some combination of the two. This assumption is questioned, and suggestions are made for models of decision making, resource allocation, and policy formation and implementation. (MSE)

The author argues that direct citizen participation cannot influence educational policy or restore the power of lay boards in public education. Asserting that more can be accomplished by a technically trained organization working within the bureaucracy, he cites the accomplishments of the Education Clearinghouse, a nonprofit group of…

This paper falls into three parts: a description of the current French educational system and the groups influencing it; presentation of the more pressing educational problems of the 1980s; and a draft of developmental modifications likely to occur if liberals or, alternatively, socialists win political power in the early 1980s. (Author/SJL)

Organizations go through life cycles that affect their behavior. Growth models often relate to leadership. In a study of one mental health center's development, growth is related to funding. If funding remains diversified and productivity is kept high, growth of a mature organization remains manageable. (JAC)

As the university becomes more of a bureaucracy than a community, changes occur in the law, power structures, and student faculty relationships, and members of the community are turning to the courts to resolve disputes they once settled informally. (Author/MSE)

A study of 64 social work supervisors and 65 supervisees explores elements of structure, authority, and teaching within the supervisory relationship. Incongruence in actual and preferred structure, authority, and content in supervision indicates a need to examine autonomy in practice and control in supervision. (MSE)

Forms of social control used by schools to maintain order are no longer appropriate, and may be contributing to further disruption and violence. (SK)

Humanistic studies are defined by several characteristics: the temporal view of values and a refusal to repudiate the past as irrelevant; the importance of human actions and beliefs; and the dual qualities of objectivity and subjectivity. (JN)

Examines a list of nine awarenesses, or recognitions, that must undergird any search or realistic hope for confident education, which has two dimensions: sound and effective education and the way people feel about that education. (Author/IRT)

Identifies four variables that influence decision making: presidential power, the president's relationship with college employees, external conditions, and the nature of the decision itself. Provides examples of extreme conditions with regard to these variables and suggests participative management in dealing with the decisions facing most college…