Offers a checklist of information that local education authorities in Great Britain should supply to candidates for head teacher positions, drawn from recommendations made by professional associations findings of research. Describes the methods used to develop this checklist. (PGD)

The selection of a school board president is as important as the superintendent's selection. Four ways not to choose a president are outlined, as well as six points of advice for the selection of good school board presidents. (MD)

Reports on the design of a 24-item, Likert-type scale for measuring attitudes of school council (school board) members and school principals concerning the proper relationship between principals and the school council. Describes the situation in Victoria, British Columbia, that prompted the study for which the scale was designed. (PGD)

Thirty-nine specific recommendations, adapted from a rigorous mission statement reached through a participatory process at Notre Dame University, indicate the range of the chief academic officer's involvements. (Author/MLW)

The president of Wesley College, Delaware, offers management guidelines for coping in a period of severe financial stress which include involve the board, examine past audit reports, talk to personnel, install an energy control system, and examine business office computer sheets and ledger books. (MLF)

Reports on a 1982 survey of Michigan community college presidents and trustees conducted to determine their perceptions of their roles in evaluation, budget preparation, and bargaining and of board/president relationships. Though the majority of the presidents and trustees seemed to have good working relationships, minority responses showed…

Given the relatively few positions on the governing boards of public colleges and universities, every trusteeship is important. Along with the respect appropriately afforded trustees and regents comes special obligations, responsibilities, and high expectations from many sources. How boards can cope with the expectations and ambiguities inherent…

The quality and duration of the presidency may depend on a stressful interplay between personal life, including that of family members, and institutional life. Personal and professional isolation, relationship with the faculty, the spouse's role, and the recruitment and selection process are issues to be considered by boards and candidates. (MSE)

Discusses problems encountered by new superintendents in small schools and provides insights on how to deal with them. (AH)

Due to a shift in clientele from Whites to Blacks, many voluntary child welfare agencies have begun to alter agency structure, orientation, and practices. Community outreach, board roles, and staff roles are discussed. (Author/DB)

M. Cecil Mackey, the president of Michigan State University hired by the school's trustees to be a tough, hard-nosed administrator, has been the center of controversy and criticism. Feuds with the alumni association, fiscal problems, working in Washington, the Tisch amendment, and mid-year raises for faculty are discussed. (MLW)

The Utah System of Higher Education's method for appraising presidents is described as a mirror effect to provide the results of confidential interviews conducted with a variety of competent individuals knowledgeable about the work of presidents. The procedures are outlined and four benefits are cited. (MLW)

A good management team can build trust and confidence between the board and the superintendent, as well as the site administrators and staff, because everybody has a chance to know what is going on, why, and help contribute to finding answers, rather than being on the sidelines. (Author)

This article offers suggestions for developing an effective and functional board of directors in private schools, especially Montessori schools. Suggestions relate to the creation of a strategic plan as part of the American Montessori Society accreditation process, the composition of the board and standing committees, the futility of seeking grant…

Argues that good communication between community college boards and presidents is crucial during a crisis situation. Presents examples of crises and describes lessons learned in the experience. Reviews presidents' and the trustees' responsibilities, suggesting that crises can bring out the best in an institution. (10 citations) (AJL)