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 Title Page
 Acknowledgement
 Table of Contents
 List of Tables
 Abstract
 Introduction
 Review of literature
 Development and validation of the...
 Presentation and analysis of the...
 Summary and conclusions
 Appendices
 References
 Biographical sketch






Group Title: analysis of the decision making process used by university administrators on selected issues in higher education
Title: An Analysis of the decision making process used by university administrators on selected issues in higher education
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Permanent Link: http://ufdc.ufl.edu/UF00097412/00001
 Material Information
Title: An Analysis of the decision making process used by university administrators on selected issues in higher education
Physical Description: ix, 114 leaves : ; 28 cm.
Language: English
Creator: Dougan, Thomas R., 1949- ( Dissertant )
Sandeen, C.A. ( Thesis advisor )
Wattenbarger, James L. ( Reviewer )
Riker, Harold C. ( Reviewer )
Smith, David C. ( Reviewer )
Publisher: University of Florida
Place of Publication: Gainesville, Fla.
Publication Date: 1984
Copyright Date: 1984
 Subjects
Subjects / Keywords: Decision making   ( lcsh )
Educational Administration and Supervision thesis Ph. D
Education, Higher -- Decision making   ( lcsh )
Dissertations, Academic -- Educational Administration and Supervision -- UF
Genre: bibliography   ( marcgt )
non-fiction   ( marcgt )
theses   ( marcgt )
 Notes
Abstract: The purpose of this study was to test the political decision making model of Victor Baldridge by comparing this model to Weber's bureaucratic decision making model and Millett's collegial decision making model. Three administrative positions within higher education were selected for investigation: chief business affairs officers, chief academic affairs officers and chief student affairs officers. Three types of postsecondary institutions were selected for investigation: private baccalaureate degree granting, public baccalaureate degree granting and public community colleges. To collect data relevant to the focus of this study, the researcher developed an instrument consisting of several critical incidents depicting realistic problems in higher education. The instrument was mailed to a randomly selected sample of 270 administrators. The sample was composed of three types of administrative positions by three types of postsecondary education institutions, with a population of 30 administrators in each group. The sample was taken from selected higher education institutions in the Southern United States. A two-way analysis of variance was calculated to determine if significant differences existed. If a significant difference was found, the Duncan multiple range test was used to determine where the significant differences existed. A chi-square for each response was calculated to determine if differences existed on individual response items or if the differences were cancelled by the non-significant items in the mean analysis. The statistical analysis indicated the following major findings: 1. Baldridge's political decision making model did not emerge as the dominant model used by administrators. The study indicated that all three decision making models (bureaucratic, collegial and political) were useful and provided a framework by which administrators made decisions. 2. Chief academic affairs officers and chief business affairs officers do not differ significantly from each other in their use of bureaucratic decision making but both are significantly more likely to use bureaucratic decision making than chief student affairs officers. was composed of three types of administrative positions by three types of postsecondary education institutions, with a population of 30 administrators in each group. The sample was taken from selected higher education institutions in the Southern United States. A two-way analysis of variance was calculated to determine if significant differences existed. If a significant difference was found, the Duncan multiple range test was used to determine where the significant differences existed. A chi-square for each response was calculated to determine if differences existed on individual response items or if the differences were cancelled by the non-significant items in the mean analysis. The statistical analysis indicated the following major findings: 1. Baldridge's political decision making model did not emerge as the dominant model used by administrators. The study indicated that all three decision making models (bureaucratic, collegial and political) were useful and provided a framework by which administrators made decisions. 2. Chief academic affairs officers and chief business affairs officers do not differ significantly from each other in their use of bureaucratic decision making but both are significantly more likely to use bureaucratic decision making than chief student affairs officers.
Thesis: Thesis (Ph. D.)--University of Florida, 1984.
Bibliography: Bibliography: leaves 110-113.
Additional Physical Form: Also available on World Wide Web
General Note: Typescript.
General Note: Vita.
Statement of Responsibility: by Thomas R. Dougan.
 Record Information
Bibliographic ID: UF00097412
Volume ID: VID00001
Source Institution: University of Florida
Holding Location: University of Florida
Rights Management: All rights reserved by the source institution and holding location.
Resource Identifier: alephbibnum - 000487074
oclc - 11886084
notis - ACQ5174

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Table of Contents
    Title Page
        Page i
    Acknowledgement
        Page ii
    Table of Contents
        Page iii
        Page iv
    List of Tables
        Page v
        Page vi
    Abstract
        Page vii
        Page viii
        Page ix
    Introduction
        Page 1
        Page 2
        Page 3
        Page 4
        Page 5
        Page 6
        Page 7
        Page 8
        Page 9
        Page 10
        Page 11
        Page 12
    Review of literature
        Page 13
        Page 14
        Page 15
        Page 16
        Page 17
        Page 18
        Page 19
        Page 20
        Page 21
        Page 22
        Page 23
        Page 24
        Page 25
        Page 26
        Page 27
        Page 28
    Development and validation of the instrument
        Page 29
        Page 30
        Page 31
        Page 32
        Page 33
        Page 34
        Page 35
        Page 36
        Page 37
        Page 38
        Page 39
        Page 40
        Page 41
        Page 42
        Page 43
        Page 44
        Page 45
        Page 46
        Page 47
        Page 48
    Presentation and analysis of the data
        Page 49
        Page 50
        Page 51
        Page 52
        Page 53
        Page 54
        Page 55
        Page 56
        Page 57
        Page 58
        Page 59
        Page 60
        Page 61
        Page 62
        Page 63
        Page 64
        Page 65
        Page 66
        Page 67
        Page 68
        Page 69
        Page 70
        Page 71
        Page 72
        Page 73
        Page 74
    Summary and conclusions
        Page 75
        Page 76
        Page 77
        Page 78
        Page 79
        Page 80
        Page 81
        Page 82
    Appendices
        Page 83
        Page 84
        Page 85
        Page 86
        Page 87
        Page 88
        Page 89
        Page 90
        Page 91
        Page 92
        Page 93
        Page 94
        Page 95
        Page 96
        Page 97
        Page 98
        Page 99
        Page 100
        Page 101
        Page 102
        Page 103
        Page 104
        Page 105
        Page 106
        Page 107
        Page 108
        Page 109
    References
        Page 110
        Page 111
        Page 112
        Page 113
    Biographical sketch
        Page 114
        Page 115
        Page 116
        Page 117
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