This study examined the effects of a superintendent's use of mechanisms of control over principals in an urban school district. The study used the framework of Peterson's (1983) six mechanisms of control as a template to analyze the effects of a superintendent's use of these controls during an eight year period of time in one school district. A review of the literature discussed models of educational organizations, the evolution of the role of the superintendent, change theory, the superintendent as instructional leader and mechanisms of control. The research questions were: (a) Did this superintendent's mechanisms of control correspond with the theoretical framework proposed by Peterson; (b) how did the superintendent's use of controls mechanism impact the implementation of changes in the district; (c) how did the superintendent's use of mechanisms of control crystallize coalitions within the organization; (d) what were the perceived effects of the superintendent's mechanisms of control; and, (e) what changes have remained a part of the formal and informal structure of the organization during the year following the superintendent's departure? Verification of conclusions was reached through the process of triangulation. Based upon the findings of interview data, document analysis and participant observation, conclusions emerged which confirmed the correspondence between Peterson's (1983) mechanisms of control and this superintendent's use, with the superintendent in this study using tighter controls in three specific areas. The use of mechanisms of control provided the structure for successful organizational change to occur. The process used resulted in organizational and personal stress and led to coalitions which suspended one major change effort. The majority of the curriculum and instructional changes which this superintendent instituted have remained in place after his departure. Recommendations are suggested for continued study in the process and effects of the use of mechanisms of control; to conduct further study into the effects of controls on the use of principals' time and student achievement as Peterson has proposed; and the applicability of applying research findings to training of present and future superintendents.

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This study gauged how superintendents of six states view student press freedom. This study focused on two sets of superintendents. In one set, the superintendents were in states that had passed student freedom laws. The second set of superintendents were in states that had no freedom laws, meaning school administrators had the right to censor school publications. The data strongly suggests that superintendents in states with freedom laws were less likely to favor censorship. However, both sets of superintendents appeared to favor administrative control. / Department of Journalism

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