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Stakeholder Perceptions Of Barriers To Implementing Shared Decision-Making In Wisconsin Schools, Donald John Viegut

Dissertations

The purpose of this study was (a) to investigate if differences exist in stakeholder perceptions of barriers to implementing shared decision-making (SDM), and (b) to investigate if differences exist in stakeholder perceptions across the following constructs of shared decision- making: empowerment, leadership, motivation, organizational culture, accountability, and learning organizations. Randomly selected members from the stakeholder categories of: parents, board of education members, superintendents, principals, and teachers, were the sample (N = 100). Stakeholder perception was compared on a composite score of the survey instrument. Perceptions were also compared across the six constructs of SDM for each of the stakeholder categories. …

Dyadic Similarity Of The Superintendent-Principal Interpersonal Relationship, Principal’S Job Satisfaction, And Subordinate’S Performance Evaluation, Richard William Drury

Dissertations

Due to mounting school improvement demands, the role of the principal has increasingly received pressure throughout the past decade. Although frequently referred to as the catalyst for effective school change, few empirical studies exist addressing organizational variables influencing this key administrative position. It has strongly been suggested that the interpersonal relationship principals share with their superintendent may affect the principal's job satisfaction and performance evaluation.

The purpose of this study was to examine the situational effect of dyadic similarity on the superintendent-principal interpersonal relationship. Specifically, the study explored the relationship of managerial, dyadic similarity and subordinate outcomes. According to similarity …

A Comparison Of Strategic Decision Task Variable Analysis Between School And Business Executives, Peter A. Behnke

Dissertations

The purpose of this study was to examine the differences between school and business executives when making strategic decisions through a comparison of task variable analysis skills. The hypothesis for the study was: After reading a case study describing a strategic decision- making situation, business executives will have more correct responses than school executives on an author written evaluation instrument. The evaluation instrument was designed to measure the subjects' analysis skills of 10 different decision-making task variables.

Thirty Wisconsin school district superintendents and 30 business executives were randomly selected to participate in the study. The results indicated that the difference …

Rating Intervention Strategies For Overcoming Impediments To Planned Change By Michigan Public School Administrators, Dale Kimball

Dissertations

In this study, Michigan public school principals reported their perceptions regarding differences in the degree to which nine intervention strategies helped to overcome 10 impediments to change that are often encountered by principals. The intervention strategies and impediments to change used in this study were chosen as a result of a content analysis of literature on change.

A two-part pilot study was conducted. In part one, principals were asked for comments regarding the effectiveness of the letter of introduction, clarity of instructions and questionnaire items, and ease and time of completion. In part two, information was gathered to determine whether …

The Organizational Communication Climate And Utilization Of Lines Of Communication Within Purdue University Calumet, Judith Lynn Hack

Dissertations

Problem. The study explored the health of organizational communication at an urban regional commuter campus of a midwestern university through use of Communication Climate, System-Semantic, and Episodic Communication Channels in Organizations (ECCO) methodologies. This combination of methodologies formed an internal audit of communication processes at the University (Spring 1992). The effectiveness of communication within the University after a 20-year period of significant internal change was studied.

Method. Climate methodology measured Trust, Participative Decision-Making, Supportiveness, Openness, Listening, and Performance Goals aspects and a Composite Climate through written surveys with Faculty, Clerical and Service staff, and Administrative/Professional groups. System-Semantics methodology utilized (1) …