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This study aims to examine how the organizational structure of arts groups and their administrative personnel’s socio-demographic attributes affect the working conditions of and create tensions for their staff. Recent discussion about the cultural industries and labor has pursued two strands – macro-level research expounds on the organization of cultural industries and labor market; and micro-level studies focus on the work and employment of cultural practitioners. Very few of them, however, articulate the relationships between the two levels. This study contributes to the literature with a multilevel framework that examines the interplay between the structural conditions and personal factors in which labor–capital relationships evolve.

This study applies a qualitative approach to collect and analyze data. It conducted 39 in-depth interviews with arts managers and administrators from a sample of 18 performing arts organizations across four performing arts sectors in Hong Kong, namely, drama, music, dance and opera. The stratified sample covers arts organizations of different funding models – the public “nationalized” form, the mixed-economy form, and the privatized form.

This study shows that the funding and organization model of arts organizations resulted in various forms of job structure, and that the practitioners’ socio-demographic background shapes their career expectations. The job structure and career expectations together affect the labor turnover and influence organization strategies.

This study’s methodological contribution lies on its application of a multilevel framework to analyze the relationships between the macro- and the micro-level factors underpinning the working conditions of labor in the cultural industries. Besides, it contributes to the discussion about “labor precariousness” with empirical evidence from a comparative study of arts managers and administrators from organizations across four performing arts sectors.

The purpose of this paper is to investigate power and its influence on the teaching assignment process and school-based decision making.

Qualitative interpretive design and thematic analysis were used. Semi-structured interviews were conducted with teachers and administrators.

Both teachers and administrators discussed power and social capital as components of the teaching assignment process. Teachers viewed the origins of their social capital differently than administrators and felt social capital was evident in school-based decision making and the teaching assignment process.

Participants were demographically rather homogeneous. Further studies with a diverse sample could examine race and gender as factors in the teaching assignment process.

This study demonstrates a need for administrators to examine how they consider social capital when distributing teaching assignments and involving teachers in school-based decision making. Administrators’ actions may result in teacher tracking, disadvantaging marginalized and at-risk student populations.

There is a clear disconnect between administrator and teacher understanding of the purpose and practice of teaching assignment distribution. Administrators were unaware of their own power, how they wielded it, and the effect it had on teachers.

Few studies have examined teacher–administrator power relations or the teaching assignment process at the secondary level. This study connects the teaching assignment process to social capital and power.

The purpose of this paper is to show how instructional rounds contributes to shared understandings and facilitates the development of relationships among administrators.

This mixed methods study draws on three years of data in a district engaged in rounds. Administrators annually completed a social network survey, which focussed on how often they interacted around instructional issues. Additionally, the authors conducted semi-structured interviews with a purposeful sample of administrators.

Administrators have increased their participation in and understanding of instructional rounds, as well as their understanding of district initiatives. However, results are mixed when looking at the quantitative data. While the theory of rounds suggests that the process would lead to increased interactions, the authors found a statistically significant decrease.

Implications include examining rounds as part of a district’s set of formal and informal structures. Also, results suggest further examination of how turnover impacts networks. Finally, expanding the number of interviews may present a more mixed qualitative experience of rounds.

As districts adopt initiatives based on observations, rounds can be used to support administrators’ growth in understanding these initiatives. Simultaneously, districts need to consider the purpose for both central office and building administrators and how those purposes align with protocols, norms, and practices they use.

This paper advances the empirical knowledge on instructional rounds, which has been gaining popularity, though little empirical analysis exists of the process, how its theory of action is enacted, and how administrators experience rounds.

In the past few years a new debate has started and blossomed among those concerned with British university administration. It has centred around the lack of specific provision of training for university administrators. This research is a reflection of this debate. In an attempt to provide, firstly, information which would facilitate the construction of a course appropriate for “middle grade” administrators and, secondly, knowledge of a more general kind on the weaknesses of present administrator training, the authors carried out an attitudinal survey by postal questionnaire of 52 university and university college institutions in Britain. Interest focussed upon the training needs perceived by middle range administrators. This information was used to construct a course for these administrators which was offered at the University of Bradford in September 1973. Further, biographical and attitudinal data were used to attempt to explain variations in perceived training need. A consideration of several propositions suggested to explain such apparent variations served to indicate the evident need for more training in these techniques, either through the perceived need of a majority of respondents, or through the respondents' self confessed lack of knowledge about the applicability of these techniques. The authors conclude with a call for more non‐survey data based research into training needs and the expansion of specific university administrative training in management techniques.

Based on the importance of citizen participation and the collaborative potential of online social media tools, this study tests four proposed influences on administrators who are deciding whether or not to adopt these tools to engage citizens. A survey of 157 department managers from large U.S. cities shows that 82% report using some form of social media to engage citizens and that perceived organizational influences and administrator preconceptions have the strongest impact on the respondentsʼ decision to adopt social media. Possible explanations for the results are that the use of online social media in the public sector may be following a similar path of adoption as earlier forms of e-government or managers may be operating in a rational environment when deciding whether or not to adopt online social media tools.

The increasing incidence of educator stress and burnout is cause for concern. Nonetheless, the findings of this Canadian‐based study indicate that school principals are experiencing less than average levels of Emotional Exhaustion and Depersonalization burnout, and an average level of Personal Accomplishment burnout. Work conditions most likely to contribute to burnout were work stress, work overload, a deteriorating sense of status and recognition, and unsatisfactory interpersonal relationships. The implications of the study are discussed in terms of both individual and organizational factors.

The expertise of a system administrator is believed to be important for effective use of intrusion detection systems (IDS). This paper examines two hypotheses concerning the system administrators' ability to filter alarms produced by an IDS by comparing the performance of an IDS to the performance of a system administrator using the IDS.

An experiment was constructed where five computer networks are attacked during four days. The experiment assessed difference made between the output of a system administrator using an IDS and the output of the IDS alone. The administrator's analysis process was also investigated through interviews.

The experiment shows that the system administrator analysing the output from the IDS significantly improves the portion of alarms corresponding to attacks, without decreasing the probability that an attack is detected significantly. In addition, an analysis is made of the types of expertise that is used when output from the IDS is processed by the administrator.

Previous work, based on interviews with system administrators, has suggested that competent system administrators are important in order to achieve effective IDS solutions. This paper presents a quantitative test of the value system administrators add to the intrusion detection solution.

Describes research undertaken to study the kinds of understandings and reflections in which administrators‐in‐training engage by writing the story of an experienced administrator. Explains how 17 graduate students in educational administration carried out multiple interviews with practising school administrators concerning their personal biography, professional biography and a discrete incident of professional practice. Reports the findings that novices did get to hear about some of the grey areas in which educational administrators typically operate. The stories provided basic assumptions and details about how experienced administrators performed in specific situations and circumstances and illustrated some of the explicit rules used by administrators to manage problems as well as the more tacit knowledge and assumptions embedded in practice. States that this led students to reflect on their own approaches to practice.

Eleven representative examples of professional development are examined in what is labelled a new era of administrator training. An analysis is presented of the conditions that have helped foster interest in the creation of new approaches to the training of school administrators. Ten current conditions in the area of administrator training where improvement is needed are reported on. Commonalities among the new approaches to training are discussed and these principles juxtaposed against the status quo in administrator training. It is concluded that the new era of professional development is significantly different from many current training programmes, in terms of both process and content. These differences are examined in detail. Potential problems in these newer approaches to administrator training are noted.

The purpose of this study was to identify how current K-12 district and school leaders who are alumni of an educational administration program describe how they acquired the essential skills and experiences needed to be effective in the leadership positions.

For this qualitative study, the authors interviewed program alumni of one university leadership preparation program regarding the experiences and training they identified as having prepared them with the necessary skills, knowledge, and attitudes to be successful in their positions, as well as which components of their administrative internship experiences, if any, they identified as having most prepared them for their positions.

School and district administrators indicated they acquired the knowledge, skills, and attitudes necessary to become successful leaders through specific preparation experiences and opportunities. Key experiences cited by alumni included gaining some leadership responsibilities while they were teachers and further opportunities to lead in the administrative internship; engaging in practical, hands-on assignments in their graduate degree program courses; learning from other administrators with unique areas of work responsibilities, as well as from other schools and districts; and receiving guidance from a dedicated mentor.

The findings from this study contribute to research in the area of administrator preparation by guiding preparation programs in prioritizing the types of training and practicum experiences that aspiring K-12 educational leaders receive as a component of their preparation programs.