INCREASING THE EFFECTIVENESS OF MIDDLE MANAGERS IN HIGHER EDUCATION

• Main Author: BEVILACQUA, PAUL MICHAEL
• Language: ENG
• Published: ScholarWorks@UMass Amherst 1987
• Subjects: Community colleges
• Online Access: https://scholarworks.umass.edu/dissertations/AAI8710427

The purpose of this study was to identify salient factors influencing the effectiveness of middle managers in higher education and to develop recommendations that will reinforce conditions contributing to effectiveness and alter conditions found to be inhibiting effectiveness. Chairpersons of career divisions in the Massachusetts Community College System were studied. The case-study approach was utilized, with the interview as the primary method for data collection. The maximum variation sampling strategy with a purposeful sample was used. The primary unit of analysis was the individual chairperson and the primary data source was a sample of 10 chairpersons of career divisions at seven of the System's 15 colleges. The sample comprised 27 percent of the chairpersons of career divisions. Three academic deans and three faculty members of career divisions were also interviewed. The data sources were triangulated. A case record was developed and the data were analyzed. The data indicated that there was much agreement among all of the data sources as to the factors which influenced the effectiveness of chairpersons of career divisions. The data revealed that the three basic categories of factors which influenced the effectiveness of division chairpersons were: leadership skills, organizational conditions, and the attitudes/expectations/values of the division chairpersons. Several implications were inferred from the findings and several recommedations were made. The recommendations were that: (1) a common job description needed to be developed for all division chairpersons; (2) deans needed to provide annual performance counseling for division chairpersons; (3) staff development opportunities needed to encourage human resource development; (4) the organizational character of community colleges needed to encourage human resource development; (5) division chairpersons needed to be given a substantive role in collective-bargaining negotiations; (6) state government needed to provide additional human and material resources to allow the division chairpersons to function more effectively.