Guidelines are presented for developing and maintaining effective grievance procedures. The discussion is basic to development of procedures for all institutional groups, e.g. students, faculty, service workers. (Editor/JT)

In order to identify more precisely the extent to which building principals adhere to participatory managerial practices, a study was conducted to assess their attitudes toward selected policies of participatory managerial practices. (Author)

The increasing use of test results as a mechanism of educational reform is diminishing local control of schools and changing the curriculum to train students to pass tests rather than to educate students. (MLF)

In 1991 the National Organizations Study (NOS) surveyed a number of U.S. businesses about their structure, context, and personnel practices to produce a database for answering questions about social behavior in work organizations. This book presents the results of that survey. The study aimed to create a national database on organizations--based…

Survey research establishes that beardedness correlates with many desired outcomes and supports that a minimal level of beardedness be set as a prerequisite for high school graduation. Research problems of concept clarification, domain-definition, instrument development, and standard setting methods are discussed. The political considerations of…

The Japanese theory of participatory management is seen as thriving on American campuses under the rubrics of shared governance and collegiality. Participatory management, quality control circles, lifetime employment, superordinate goals, and interdependent leadership are discussed. More commerce between academic administrators and corporate…

The community college and the business and industrial community should be aware of the counter forces in society which limit women, and should assist and support women as they develop their potential, if for no other reason than because it is good management practice. (TA)

Describes the Head Start-Johnson & Johnson Management Fellows program, whose mission is strengthening management skills of Head Start directors by providing training in human resources management, organizational design and development, financial management, computers and information systems, operations, marketing, and development of strategic…

Few administrators fail to become leaders because they lack technical skills. The problem is lack of people skills and inability to exercise good judgment. Administrators can minimize failure by valuing honesty, objectivity, delegation, and feedback and by respecting chain of command and the limitations of power. Other potential pitfalls are…

Study of 16 principals in Chicago, Illinois, reveals that in the investigation of ethical-choice behavior, the corporate-incentives model proves to be inadequate as an explanation of principality. What is referred to as counter-bureaucratic behavior is a survival mechanism for beleaguered principals--a balance weight to seemingly anti-educational…

Defines school-based management (SBM) as a program adopted by schools or school districts to improve education by increasing school staff autonomy in making building-level decisions. Analyzes SBM's key objectives, benefits, and limitations. Budget, curriculum, and staffing decisions are commonly decentralized under SBM. Staff communication is…

Outlines a model of positive management and its implications for training educational managers, highlighting five factors (demoralization, pessimism, insecurity, tiredness, and lack of knowledge) resulting from the current climate of change. Proposes positive management as a strategy for successfully overcoming the negative implications of these…

The essential elements of school board governance involve four dimensions: (1) setting the vision for what the community wants the public school program to be; (2) ensuring that districts have a solid staff infrastructure to achieve the vision; (3) setting standards; and (4) advocating for schools. (MLF)

College and university administrators can apply lessons learned from corporate management to expected financial pressures of the 1990s. Problems requiring strong leadership include unclear expectations of staff; weak measurement systems; accelerating change; and the strangling effects of excessive administrative processes. (DB)