This article sheds new light on the so-called "natural tension" between bureaucracy and professionalism in schools. As it is quite common in the educational field to appoint teachers, it is debatable whether the assumed tension really exists. It seems more reasonable to find hierarchical control "within" the professional group.…

This study investigated relations among therapist adherence to an evidence-based treatment for youth with serious antisocial behavior (i.e., Multisystemic Therapy), organizational climate and structure, and youth criminal charges on average 4 years posttreatment. Participants were 1,979 youth and families treated by 429 therapists across 45…

The faculty at the Raymond Walters College of the University of Cincinnati recently conceived, developed, and implemented a complete governance review that the faculty approved unanimously. Raymond Walters College is one of the sixteen colleges of the University of Cincinnati which offers transfer programs, associate degrees, and technical…

The author disagrees with Homer Simpson who claims that "...cartoons don't have any deep meaning. They're just stupid drawings that give you a cheap laugh." He argues that The Simpsons have a deep meaning in the same way as the works of Jonathan Swift and George Orwell. The message in The Simpsons, Swift, and Orwell is that those in charge do not…

In a bibliographic essay, participation in management is explored. (PF)

An investigation and reevaluation of the traditional library committee composition, functions, and performance is made applying management principles and group interaction theory. (Author)

Reviews the principles of the Theory Y approach, reports upon its coverage in library literature, distinguishes between the concepts of Theory Y and participative management, and discusses how Theory Y's application in a small academic library recommends its use for library operations in general. (Author)

Through collective bargaining teachers can gain a voice in educational policy decisions and acquire greater on-the-job dignity and independence. These improvements in teachers' situations have been shown to lead to more effective education. A lengthy bibliography concludes this document. (Author/PGD)

Although decision making by consensus takes time, cooperation, and practice, the results at the secondary school level are not only good decisions but also a sense of ownership and satisfaction among faculty members involved in the process. This article offers a few essential guidelines. (Author/PGD)

Four problems with participative decision making are (1) mediation of such factors as high decision quality and satisfaction by other variables, (2) self-censorship of ideas, (3) contrast between the values and behaviors of superordinates, and (4) misconceptions about levels of participation. (SK)

Used data obtained for 264 employees of a social service organization to test hypotheses predicting positive associations between participation and superior-subordinate communication behavior. Results support the contention that, for subordinates, participation in decision making is associated strongly with the quantity and quality of…

Proposes that moves toward participative management approaches and away from rigid hierarchical organization of schools should lead to positive consequences such as improved supervisor effectiveness, greater teacher satisfaction, a decrease in student alienation, and improved student achievement. (Author)

This special supplement discusses the six major models for strategic planning, how to choose a strategy and apply it to an organization, how to begin participating in the strategic process, and how to influence the strategic process. (JOW)

Finds that involvement in the overall communication system did not contribute to the degree to which workers were informed about specific production and organizational issues but that the development of strong links with the mangers was associated with the acquisition of organizational knowledge, as was workers' leadership experience. (SR)

A survey of 86 union representatives in worksites with employee participation programs was followed 3 years later with a survey of 66 reps and 49 corresponding managers. Only 20-30% of the programs failed, although management and union opinions differed. Union reps attributed failure to poor labor relations and were more likely than management to…