One reason the schools aren't working, according to one of the nation's most experienced administrators, is that their governance is all awry. A forthright-and simple- proposal for reform. (Editor)

Response to Lewis B. Mayhew's article in May 1971 issue of the Journal of Higher Education. (IR)

If Trustees are to raise more money, they'll need more say in how it is spent. (Editor)

Not a luxurious fringe benefit for the individual, but a sound investment for the institution. (Editor)

The president is seen as the single most important person in the life of the college or university. The central responsibilities of the board remain how to get the best possible people and give them the best possible circumstances to work in. (MLW)

By integrating his personal experience as an elementary school principal with research data, the author explores forces affecting the role of principal in an inner-city setting. (MP)

The author asserts that an important portion of an administrator's work is that of "problem finding." A case study and discussion of the relevant literature provide a definition of problem finding and its importance in understanding the work behavior of school administrators. (Author/MLF)

Offers ideas on ways in which private schools can recruit able trustees and recommends a seven-step process for nominating trustees, including examining the present board and school goals and needs; soliciting suggestions; ranking, screening, and meeting candidates; and selecting and approaching the final slate of nominees. (RW)

The president's role in college governance structure is discussed. Faculties and administrators, it is suggested, need to do more direct talking about their shared expectations, the boundaries of responsibility and authority, governance structures and the roles of the president and the faculty, and the goals and ends of governance. (MLW)

Considers questions of educational administration from an organization theory perspective, focusing on managerial attention as a coupling mechanism. Structured observations of minute-by-minute attention protocols for five first-line education program managers reveal relationships between an education program and its larger bureaucracy and the…

Reports the findings of nearly two years of close observation of a superintendent who managed to survive board and community conflict. Draws generalizations about how superintendents can survive. (Author/JM)

Conflict between a president and a governing board can be reduced by third party intervention. Before a board changes presidents, trustees should seek the best available outside analysts to help clarify issues and circumstances and identify possible alternative courses. (MLW)

Techniques learned and used by the University of Carolina's administration to aid the board in policy making, goal setting, and evaluation include: providing sound, timely, and sufficient information; two-way information flow; an annual meeting devoted to goal-setting; participation in university briefings; and personal contact. (MSE)