Managed, directed and administered education authorities, national reform bodies and aspects of each phase of education. For 17 years he was Chief Education Officer for Devon and chairman of national executives and advisory bodies. On his retirement he became Visiting Professor at Polytechnic South West and Chairman of Governors of Dartington College of the Arts

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• PrefaceAcknowledgementsIntroduction1. Education, its manager and the public2. Managers of development and change: the shift from expecting to requiring3. Training4. Corporate management5. Marshalling attitudes6. Managing connections within education7. Lessons from the past8. Managing the new9. New training for new management10. Responding to alternatives11. New demands on management12. New responses from management13. Responsibility and self-justificationEnd NoteReferencesIndex

Managed, directed and administered education authorities, national reform bodies and aspects of each phase of education. For 17 years he was Chief Education Officer for Devon and chairman of national executives and advisory bodies. On his retirement he became Visiting Professor at Polytechnic South West and Chairman of Governors of Dartington College of the Arts

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• PrefaceAcknowledgementsIntroduction1. Education, its manager and the public2. Managers of development and change: the shift from expecting to requiring3. Training4. Corporate management5. Marshalling attitudes6. Managing connections within education7. Lessons from the past8. Managing the new9. New training for new management10. Responding to alternatives11. New demands on management12. New responses from management13. Responsibility and self-justificationEnd NoteReferencesIndex

Managed, directed and administered education authorities, national reform bodies and aspects of each phase of education. For 17 years he was Chief Education Officer for Devon and chairman of national executives and advisory bodies. On his retirement he became Visiting Professor at Polytechnic South West and Chairman of Governors of Dartington College of the Arts

Select Guide Rating

• PrefaceAcknowledgementsIntroduction1. Education, its manager and the public2. Managers of development and change: the shift from expecting to requiring3. Training4. Corporate management5. Marshalling attitudes6. Managing connections within education7. Lessons from the past8. Managing the new9. New training for new management10. Responding to alternatives11. New demands on management12. New responses from management13. Responsibility and self-justificationEnd NoteReferencesIndex