One of the newest organizational developments in the junior college world is the multicampus junior college system. The purpose of this study was to determine whether there is a difference in the understanding of authority relationships between chief district administrators and chief campus administrators in multicampus junior college systems. This information should be valuable to junior college administrators who are now, or will be, faced with the problem of clarifying this authority relationship in daily activities and future planning. The semantic differential was the measuring instrument used in this study. Its use required that a questionnaire be developed to include functions to be differentiated against a set of corresponding bi-polar adjectives. The functions selected were evaluated by several individuals experienced in multicampus junior college administration. The nine pairs of bi-polar descriptive adjectives selected were from general adjectives previous factorial studies showed to have high factor loadings on either the evaluative, potency, or activity dimensions of connotative meaning.

This study was designed to investigate differences in administrative attitude adopted by line versus staff type administrators of community college based allied health career education programs when professionally and non-professionally related job responsibilities were considered.The population included 126 administrators each of whom represented a community college which hosted from five to fifteen allied health career programs, inclusively, and which maintained a full time equivalent enrollment of 2000 or more students. Seventy-three administrators identified themselves as line type and fifty-three as staff type.Data for the study constituted responses to a questionnaire survey instrument comprising twenty statements divided equally between professionally related and nonprofessionally related job responsibilities. Responsibility statements were adapted from conference reports citing specific competencies for allied health career administration.Participants responded to each of the twenty responsibility statements by selecting one of five equally marked referent positions on a leadership-management scale. Responses were quantified as line and staff group mean scores and analyzed statistically. Five null hypotheses were tested using non-directional t tests at the 0.001 level of significance. Where significance was determined, F tests were employed to verify homogeneity of variance. Three hypotheses were structured to test inter-group score differences when all and sub-sets of responsibilities were considered. Two hypotheses were employed to test intragroup score differences when professionally versus nonprofessionally related statements were considered.Analysis of data, organized relative to each of the hypotheses, led to the following conclusions:Line type administrators, as a group, adopted a moderate position of leadership when all twenty job responsibility statements were considered. Staff administrators tended toward an attitude of management. The difference was statistically significant.When professionally related statements were considered, both line and staff groups adopted attitudes of leadership. Line administrators, however, adopted a stronger referent than did staff. The difference was significant.Statistically significant difference was determined between line and staff responsibility referents to nonprofessionally related statements. Line administrators tended to a leadership referent and staff adopted a slight managerial referent.Observably large standard deviations for line and staff group mean scores necessitated tests of homogeneity of variance. These tests showed statistical significance when line versus staff group scores were compared in response to all twenty responsibility statements as well as in response to professionally related statements. Frequency polygon plots of individual scores depicted a bimodal distribution of staff respondent scores.The line administrator group adopted a position of leadership for both professionally and non-professionally related statements of job responsibility. This referent was expressed more so for the former set of responsibilities than the latter. The difference between referents was statistically significant.Staff administrators adopted a group attitude slightly on the leadership side of the leadership-management scale when professionally related statements were considered and slightly on the management side for non-professionally related statements. The difference, however, was not statistically significant.Tabulation of descriptive data revealed that approximately three-fifths of both line and staff respondents possessed a health career credential. Fifty-two per cent of line respondents compared to thirty-three per cent of staff reported that they occupied their position for five or more years.In summary, this study confirmed differences in attitudes of leadership and management adopted by line versus staff type administrators of allied health career programs when identical statements of job responsibility were considered. Ambivalence of staff group leadership and management attitude to responsibilities was also noted. The inherent nature of the line type administrative position as opposed to a staff type suggests a basis for these findings.

This study was designed to contribute to the development of internal allocation models by selecting basic concepts from external allocation models and examining for the presence of these concepts in the actual internal allocation activity of public two-year colleges. First, this study examined whether there was a significant difference in the way that public two-year colleges with declining, steady, or increasing budgets apportioned their funds in each of six major expenditure categories during the period of 1977-78 through 1985-86. The six major expenditure categories are instruction, academic support, libraries, student services, institutional support, and operation and maintenance of plant. The source of institutional data was the Higher Education General Information Survey conducted by the National Center for Education Statistics. The 460 colleges in the sample were assigned to groups according to budget change: growth, stasis, or decline. The following dependent variables were identified for each of the six major expenditure categories: (a) category expenditures (b) percentage of educational and general (E&G) expenditures apportioned to the category, and (c) category expenditures per full-time-equivalent student (FTES). A two-factor analysis of variance (ANOVA) with repeated measures on one factor was used to test for differences in the mean expenditure measures among budget groups, across years, and for the interaction of group and year. Concepts derived from external allocation models then were used to explore the results of the data analysis. Application of these concepts suggested that, regardless of budget group, funds were allocated to both instruction and academic support through use of a model incorporating a percentage of E&G expenditures for variable cost. Student services and operation and maintenance of plant appeared to be operating under a model with a per-FTES component for variable cost. Libraries and institutional support, however, appeared to be operating under models that were not examined in this study or for which techniques used herein were not adequate. / Ed. D.

In the main there are three questions to be answered in this investigation: First, what are the motives that have controlled the growth and development of the junior colleges in Texas? Second, what are the leading events in this development? Third, what is the present state of development of the junior college movement in Texas? A survey of the existing junior college situation in Texas is presented in the first chapter, while a more detailed history of development is outlined in the later chapters.

The problem of this study was to determine whether it is more desirable to operate a two-year college in the Dallas metropolitan area as a county college or to operate a two-year college under the administration of the Dallas Independent School District.

This study is concerned with the problem of determining the types and characteristics of wellness programs presently offered by selected junior and community colleges throughout the United States. The purposes include (1) the investigation of the extent to which the six dimensional scheme of wellness, as developed by William Hettler, M. D. [Family and Community Health, May, 1980], has been implemented on the campuses of junior and community colleges and (2) an exploration of the validity of Hettler's model of wellness for these institutions. The study population sample is the membership list of the junior and community college section of the American College Health Association, which is a multidisciplinary professional organization for university and college health administrators. The specially designed survey instrument produced a 73 per cent response return. Response frequencies and percentages were gathered to show the current and anticipated prevalence of different types of wellness programs and the current and anticipated management related characteristics of wellness offerings in these college settings. Several open-ended questions also produced narrative respondent opinions.