The objective of this study was to collect data on how much time the department chairs in Quebec public colleges spend on different administrative roles, identify the time they would like to spend on these administrative roles, clarify their perception of their role of department chair, and establish the conflicts and ambiguities inherent in the position of department chair. / Department chairs spend 22 hours each week performing their different administrative roles but would like to increase the time to 25,4 hours per week in order to do a better job. Women chairs spend 23 hours and would like to spend more time working on the administrative roles of department chair than their male counterparts. This is also true of the professional sector in relation to the general sector. / The importance attached to the different administrative roles and the perception of these roles vary depending on whether the chair is a man or a woman, in the general or professional sector. / Department chairs have intrapersonal role conflicts. They are caught between what they do and what they would like to do to make their department function well. Though there are definite role conflicts, there are no significant ambiguities in the job.

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The study examined how cegeps, Quebec's public postsecondary (nondegree) colleges, plan strategically and perceive their ability to accomplish their individual mission. / The study's conceptual base included both the process and focus of strategic planning as outlined respectively in Keller's (1983) process framework and Burns' (1986) theoretical model based on the focus of strategic planning. All Directors General, the chief executive officers of the cegeps, were surveyed. / The data indicated that the majority of cegeps employ the components of Keller's strategic planning process. The large urban cegeps are more inclined to implement strategic planning than are the small, less centrally situated colleges; the latter, however, are the more likely to focus resources in line with local requirements. / The majority of Directors General reported that their institution fulfils its mission. To enable the cegep to be a more effective community resource, they suggested that the Government undertake the following: expand the cegep mandate to include both applied research and a separate structure for adult and community training; make the provincially-based funding formulae more reflective of the cegeps' differing characteristics; grant the cegeps more autonomy over resource distribution; and increase the external community representation on the Board of Governors.

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In this study a model of collective bargaining is proposed in which collective bargaining is considered as an ongoing process with component activities recurring periodically. The eight component activities identified are: (1) influential variables, (2) perception and evaluation of the influential variables, (3) bargaining power, (4) prediction, (5) negotiation, (6) mechanism of dispute settlement, (7) feedback loops, and (8) the collective agreement. / In addition to the model, an evolution of collective bargaining by teachers in the CEGEP sector of Quebec is presented. This is achieved by descriptive case studies of the first four rounds (1967-1980) of collective bargaining in this sector. The data for this study has been acquired through a review of the literature, documents of the parties concerned, newspapers and interviews. / The model is used to analyse the four case studies. From the analysis it is concluded that collective bargaining in the CEGEP sector of Quebec has become highly centralized and politicised. This has contributed to numerous labour conflicts both during the negotiations and during the term of collective agreements. Recommendations are proposed to help resolve some of the problems encountered. The major recommendations include a labour relations board for the public sector and the division of bargaining issues into provincial and local levels. For the negotiations at the provincial level it is proposed to allow the parties to negotiate a mechanism of dispute settlement and a bargaining calendar with compulsory mediation. Also, it is proposed to base the acquisition of the right to strike and lockout on the refusal of the mediation report by one of the parties. For the negotiations at the local level, a system of permanent negotiation is proposed.

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