Who needs lesson plans? -- Who should create the school's vision? -- A bully's threat -- Lounge talk -- The career center's revolving door -- Let the committee decide -- Old school culture and a new principal -- School improvement through better grading practices -- Sally's socialization -- A matter of honor -- Individualizing staff development -- Break the rules and pay the price -- An ambitious assistant principal -- Let's get strategic -- Even on Saturdays -- Appropriate punishment versus political expediency -- The passive principal -- A disillusioned assistant principal -- Who needs career-technical education? -- Illegal drugs, in-school suspension, and the novice principal -- Let's not rap -- Is the devil teaching spelling? -- The dark side of decentralization -- The maverick school board member.
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SUMMARY OR ABSTRACT
Text of Note
Based on the conviction that effective practice in school administration requires both leadership and management, this text provides a mix of problems that require administrative decisions as presented in 24 open-ended case studies. In today's reform-minded, information-based society, practitioners must be able to frame problems correctly and then make effective decisions to ameliorate them. As leaders, district and school-level administrators are expected to focus on what should be done to improve schools; as managers, they are expected to focus on how to do things successfully. The cases in this book are designed to make students think about common problems of practice by encouraging them to bridge theory and practice. Each case provides an active form of learning, allowing students to demonstrate their ability to apply knowledge to common problem situations.--Publisher's website.
TOPICAL NAME USED AS SUBJECT
School management and organization-- United States, Case studies.