Outlines a 10-step model of performance management from corporate and government practices for use in teaching appraisal. Performance management emphasizes each teacher's uniqueness while recognizing the need to support school system goals. Steps include: build rapport, identify key results areas, jointly determine specific objectives, and…

Lists eight effects that could result from the ruling in "Mozert v. Hawkins County Public Schools." These include widespread censorship, limitation of controversial topics, interference with management of instruction, and disruption of the school day. (MD)

Supports B. Plowden and David Elkind's rationale for developmental early childhood education that considers children's unique learning modes. Describes four program elements: opportunities for developmental tasks, teachers' knowledge of children's development, concrete learning experiences, and appropriate setting. Discusses curriculum…

Describes a systems approach to administrator evaluation that incorporates performance appraisal and management by objectives. (Author/JM)

Describes a human resources development program for school administrators, including training in management functions, leader behavior skills, instructional leadership skills, and more traditional topics. (Author/JM)

Successful management of an American school--like the operation of a Japanese industry--involves long-term development of personnel, trust between workers, participative decision making, and a shared philosophy. (Author)

Explains the steps the Portland (Oregon) public schools used to cut expenditures. Crucial ingredients of the program were citizen input, precise impact statements, and clear distinction among funds for instruction, support, and management. (Author/JM)

The Comprehensive Instructional Management System (CIMS) is a partnership between the state of New York and local school districts. Regional teams integrate curriculum, assessment, instructional support, and staff development for local schools by focusing on student outcomes. (MD)

The decisions principals make about the uses of technology are critical to the improvement of schools. But school effectiveness won't just happen because technology is used. Technology is a tool that can lead to school improvement if it is effectively combined with productive leadership and management. (MD)

Discusses the need for preservice education that prepares teachers and administrators to work collaboratively with support staff and develop a positive school climate. Includes a description of the New Haven Schools Project's support network for high-risk students. (MD)

Research studies on educational reform show that moving from reform to quality education through centrally designed reform movements (such as clearer legislation or other strategies) is inherently limited. Reform is most likely to succeed when schools are stimulated to change and provided with appropriate assistance and when schools receive enough…

Discusses data warehousing, which provides information more fully responsive to local, state, and federal data needs. Such a system allows educators to generate reports and analyses that supply information, provide accountability, explore relationships among different kinds of data, and inform decision-makers. (Contains one figure and eight…

Because secondary school faculties are more diverse and specialized than elementary, a team approach to instructional leadership at the secondary level is recommended, and a four-step process is presented for incorporating such an approach: diagnosis, allocation, implementation, and evaluation. (TE)

Discusses the purpose of the theory of developmental supervision, as well as the phases necessary to put the theory into practice. In this developmental model supervisors match their style of assistance to teachers' conceptual levels. Includes a table and references. (MD)

Educational improvements should not depend on "heroic" efforts. Administrators need to develop ways to support innovation systematically. Four conditions are important for facilitating improvement: (1)available time, (2) cushions against interference, (3) encouragement, and (4) recognition of the need for incorporation. (MD)