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Titlebook: Superintendent Performance Evaluation: Current Practice and Directions for Improvement; I. Carl Candoli,Karen Cullen,Daniel L. Stufflebeam

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楼主: papyrus
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Conceptual Framework, position. Such a consensus should be carefully and rigorously developed so that it can be defended in terms of sound logic; consideration and use of what research has revealed about both effective and ineffective evaluation models; and what school professionals would find feasible, useful, and wort
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The Superintendency,n begins with an overview of the history of the school district superintendency in the U.S. and presents an analysis of the duties and skills required of the superintendent. This section is intended to provide a useful framework for superintendents and members of the board to develop and articulate
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Literature Review Findings, particular, to attempt to identify the most important issues and problems that need to be addressed in order to improve the evaluation of school district superintendents. Questions relating to the following issues are addressed in turn:
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Book 1997r school boards, communities, faculties, andstudents for delivering effective educational leadership. To assurethat they are evaluated fairly, competently, and functionally,superintendents need to help their school boards plan and implementevaluation systems that adhere to the evaluation standards.
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Methodology,h and, in the longer term, through the development of new models for administrator evaluation. This book represents the work of the first phase of the project, which focused on superintendent evaluation, and provides the foundation for the future development of improved models for evaluating school district superintendents.
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Conceptual Framework,achers, administrators, support personnel, programs, curricula, and schools. In order to move in the direction of developing a common model, researchers and practitioners first need to review extant systems in terms of features and criteria that are important in applying an evaluation model in school settings.
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