Thesis (M.A.)--University of Wisconsin--Madison, 1969. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1975. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Inaug.-Disc.--Wirtschaftshochschule Mannheim. / Vita. Bibliography: p. 110-115.

Thesis (M. Ed. (Educational Management) -- University of Pretoria. / Includes bibliographical references (leaves 103-108)

During the past few decades the role and functions of the principal have undergone a radical change. Traditionally, the principal was merely the head of the school and her/his role and functions at the school were to implement policies set out by the education authorities. The principal was required to have professional training and experience to manage the school. The traditional view was that a competent educator with a certain number of years of experience, and the right personality, was well equipped for the task and the demands of principalship. This makes the assumption that the ability needed by an educational leader to perform certain administrative and managerial tasks could be developed through experience. The present study attempted to interrogate this assumption. It was hypothesized that there is a need for induction programmes and professional development programmes for newly promoted management personnel. This research was undertaken to determine the degree of managerial competence amongst principals and other senior management personnel in primary and secondary schools. The quantitative method of research was adopted. Based on the assumption that there was a serious lack of leadership competencies among senior management teams at schools and there was a need to address this problem, a questionnaire was drawn to obtain responses from both senior management teams and educators at six South African public schools, and to compare the responses of both groups to the same questions. Results of the present investigation reveal that the underlying problem of the lack of leadership competencies amongst senior management personnel lies in the fact that they have not been properly inducted into their roles as well as the lack of professional development courses. Findings from the present research emphasize the increasing importance for management training of the educational leader. This should comprise two aspects, viz., basic management training (the academic-professional component) followed by a management development programme (in-service training). Managers should be given courses in, inter alia, school management, curriculum and programme development, school law, supervision of instruction, human relations, school finance and budgeting, personnel administration, leadership, community relations, internship and field experience, child and adolescence development, psychology of learning, counselling and guidance theory and practice. / Thesis (M.Ed.)-University of Durban-Westville, 2003.

Thesis (M. Ed.)--University of Hong Kong, 1995. / Includes bibliographical references (leaf 180-187).

Thesis (M.Ed.)--University of Hong Kong, 1995. / Includes bibliographical references (leaves 180-187). Also available in print.

O estudo teve como objetivo identificar os estilos de liderança exercidos pelos profissionais de enfermagem com cargos diretivos e sua relação com os traços de conduta tipo A e a maturidade dos colaboradores sob sua direção. O universo esteve composto por enfermeiros diretivos de cinqüenta hospitais gerais da cidade de México, Distrito Federal, sendo tomado como referencial teórico o modelo de liderança situacional de Hersey e Blanchard e a Teoria de Conduta de Friedman e Rosenman. Foi testada a hipótese de relação significante entre os estilos de liderança exercidos pelos profissionais com cargos diretivos e seus traços de conduta tipo A e os tipos de maturidade de seus colaboradores. O estudo é de caráter quanti-qualitativo. Os resultados quantitativos mostraram que os profissionais com cargos diretivos exercem diferentes estilos de liderança. Os valores de correlações foram S1 R2 0,14 dos profissionais exercem a liderança diretiva (alta preferência pelas tarefas e baixa preferência pelas relações interpessoais), S2 R2 0,59 o estilo persuasivo (alta preferência pelas tarefas e alta preferência pelas relações interpessoais), S3 R2 0,27 o estilo participativo (alta preferência pelas relações interpessoais e baixa preferência pelas tarefas) e S4 R2 0,21 o estilo delegativo (baixa preferência pelas tarefas e baixa preferência pelas relações interpessoais). A maturidade inativa, foi observado um coeficiente de correlação de R1 R2 0.14 dos participantes (baixa disposição e baixa habilidade para as tarefas); R2 R2 0,51 apresentou maturidade reativa (baixa disposição e alta habilidade para as tarefas), R3 R2 0,18 maturidade pró-ativa (alta disposição e baixa habilidade para as tarefas) e R4 R2 0,14 a maturidade interativa (alta disposição e alta habilidade para as tarefas). Em uma escada de 0 a1, a qualificação media para os traços conduta tipo A mostraram Os 74% dos profissionais com cargos diretivos. Os resultados qualitativos indicam que esses profissionais percebem um ambiente de trabalho burocrático, com características típicas de organização e regulamentação, comunicação, e hierarquia orientada ao alcance dos objetivos. O alto grau de exigência é observado na sobrecarga de trabalho, o 81% dos diretivos cumprem com jornadas de trabalho diário de mais oito horas e 64% desses diretivos têm sob sua responsabilidade entre 400 e 500 trabalhadores. Outro indicador qualitativo é o período de permanência no cargo diretivo, variando entre um a dez anos para os 81%, e a tendência à continuidade do preparo acadêmico: 62% com grau de licenciatura e 24% com pós-graduação. Conclui-se que os diretivos alcançam as metas propostas com diferentes estilos de liderança que visam a estimular os enfermeiros, que mostram estar preparados, mas com problemas de motivação. Os diretivos utilizam estratégias de persuasão para obter a colaboração dos seguidores. Na situação analisada, se cumpre o modelo Hersey e Blanchard e oferece importantes pontos de vista para o fortalecimento da liderança em enfermagem nos hospitais gerais da cidade de México, Distrito Federal. / The main objective of this study is identify the styles of leadership exercised by directive nurses at general hospitals of Mexico City, according to situational leadership model of Hersey and Blanchard and its relationship with features type \"A\" of the leaders and the degrees of the maturity of their collaborators, according to behavior theory of Friedman and Rosenman. The study is quant-qualitative and was done with cooperation of directive nurses at the mentioned hospitals. The quantitative results demonstrated four leadership styles exercised by directive nurses: directive style characterized by its high preference for the tasks and low preference for the interpersonal relationships, persuasive style characterized by its high preference for the tasks and high preference for the interpersonal relationships, participant style characterized by its high preference for the relationships interpersonal and low preference for the tasks and delegatory style characterized by low preference for the tasks and low preference for the interpersonal relationships. The directive nurses apply the directive style in coefficient determination R2 0,14 of their decisions, the persuasive style in R2 0,59, the participant style in R2 0,27 and the delegatory style in R2 0,21 of their decisions. The followers showed four grades of readiness for the execution of their tasks: coefficient determination, inactive R2 0,14 attitude characterized by their low disposition and low ability for the tasks, reactive R2 0,51 attitude characterized by its low disposition and high ability for the tasks, attitude pre-active R2 0,18 characterized by its high disposition and low ability for the tasks and interactive R2 0,14 attitude characterized by its high disposition and high ability for the tasks. The directive nurses showed features of behavior type A in 74% of the cases. The qualitative results indicate that the directive ones perceive a mechanicbureaucratic orientation of the hospitals, with their typical characteristics of norms, communication, functions and hierarchy, total orientation to the achievement of the objectives, emphasis in the tasks and routine processes. The high demand is reflected in the work overload that they experience. In 81% of cases they work more than eight daily hours, 64% supervises between 400 and 500 professionals of the health and 81% abandon their positions after 10 years. The directive personnel has tendency toward the academic advance. 62% has degree grade and 24% has postgraduate. The directive nurses achieve the goals of the organization by means of the combination of four styles of leadership to influence in their followers; most of them are well qualified but have motivation problems. The directive nurses apply, frequently, the persuasive style of leadership which is related with the reactive attitude of the followers. They solve the personnel\'s deficiencies with excessive work loads. To conclude, the pattern of situational leadership of Hersey and Blanchard is useful to diagnose the situation of the leadership of the nurses and to identify the aspects to be strengthened in the general hospitals of the city of Mexico D. F.

More and more companies have expanded their activity to other countries due to globalization. Therefore, effective management of multi-national project has become an important ability for company development. Many companies choose the matrix organization as they design the organization of multi-national project, and past studies mostly focus on the design and management of matrix organization. However, the management of network relationship inside and outside the organization plays an important role for the success of project. The management of project relationship becomes more and more complex when it comes to multi-national organization. This research explores the network relationship of matrix organization within a global project. Through a representative project selected from a multi-national company, its¡¦ organization network and project management was studied. The management of network relationship inside and outside the organization includes: (1) Management between functional organization and project organization, (2) Organizational self development, (3) Stakeholder management. This research uses case study as the research methodology and studies issues concerning the project network relationship management. Network relationship related issues were identified and compared to key points indicated by literature; then the relation chart was determined accordingly. Finally, the key point for future development of project organization was suggested.

Thesis (Ph. D.)--Columbia University, 1930. / Vita. Published also as Teachers College, Columbia University, Contributions to education, no. 431. eContent provider-neutral record in process. Description based on print version record. Bibliography: 96-105.