Thesis (Ed. D.)--University of Washington, 2005. / Vita. Includes bibliographical references (leaves 153-158).

Thesis (Ph. D.)--Washington State University, May 2006. / Includes bibliographical references (p. 109-114).

Thesis (Ed. D.)--Illinois State University, 2006. / Title from title page screen, viewed on April 27, 2007. Dissertation Committee: Linda Lyman (chair), Amee Adkins, Diana Jones, Dianne Gardner. Includes bibliographical references (leaves 177-197) and abstract. Also available in print.

"Teacher training institutions, prospective principals and supervisors interested in the educational system of the State of Florida are in need of some statistical indication of the employment trends occurring in the administration and supervision area of the school in the state. Although the picture of the number employed is changing rapidly, because of the increasing growth of facilities within the state, it may be concluded that a fairly stable trend has been established in employment practices. Those interested may want to know what counties seem to have a larger turnover than others. They may want to know what the trends are in regard to transfers to and from counties. These and similar questions may find their answers, to a certain degree, in the survey that is serving as a basis for this study. It is hoped that this survey will not only meet this need up to the point of its limitations, but that it will also serve to point up the need for further study in the area. Perhaps it will serve as a stimulus for someone to look into the various reasons for the dropping of principals from administration and into what qualifications seem to be in demand in addition to certification, experience, etc."--Introduction. / "August, 1956." / Typescript. / "Submitted to the Graduate Council of Florida State University in partial fulfillment of the requirements for the degree of Master of Arts." / Advisor: H. A. Curtis, Professor Directing Paper. / Includes bibliographical references (leaf 24).

"The ten counties, namely, Calhoun, Jackson, Gulf, Bay, Washington, Holmes, Walton, Okaloosa, Santa Rosa, and Escambia were surveyed with the purpose of finding out what type of relationships existed among the superintendent, the school board members and the members of the board of trustees. Another purpose of the study was to find out how policies governing the administration of the school programs were formulated and who are responsible for recommending these policies for adoption. The writer was interested in seeing how uniform the administrative practices were in these counties and how they correspond with the provision of law and State Board Regulations. The writer was also interested in finding out how broad the participation was of those who are connected with the school programs in these counties in formulating policies, preparation of the school budget and school calendars and other related phases of the school program"--Introduction. / Typescript. / "June 1951." / "Submitted to the Graduate Council of Florida State University in partial fulfillment of the requirements for the degree of Master of Science." / Advisor: H. W. Dean, Professor Directing Paper. / Includes bibliographical references (leaf 47).

Many factors enter into and influence the operation of modern public schools. Whether the operation is smooth, onward going and successful or rough, static or retrogressive and unsuccessful is determined in large measure by the kind of person who occupies the administrative position. The school of today is complex and is so much a "big business" that a well qualified administrator is a requirement. The day of the stern old school master whose word, implemented by a rod and facial expressions of approval or disapproval, was law, and whose only required qualifications were the ability to keep order and see that students learned what was between the covers of the textbook is no more. / Typescript. / "August, 1954." / "Submitted to the Graduate Council of Florida State University in partial fulfillment of the requirements for the degree of Master of Science." / Advisor: Virgil E. Strickland, Professor Directing Paper. / Includes bibliographical references (leaves 37-38).

Trends during the past few years have indicated that citizens have come to rely on school leaders and workers for professional guidance and educational leadership. School personnel are learning that they must draw upon community resources in order to improve the learning experience of children. A good public relations program can be of great importance to the school as it attempts to meet the varying and changing needs of children and the community. A well planned public relations program will enable the school to interpret the conditions, needs, educational philosophy, policies, and program of the school to the parents and lay citizens of the community. Such a program will give parents and citizens an opportunity to gain a basic understanding of the work that the school has planned, and give them an opportunity to share in the development of many school activities. However, school public relations is not merely a job of keeping the public informed about all phases or activities of the school; it is also the job of the public relations officials to interpret the news of the home and community to the school. Education is conceived as a cooperative process between all agencies concerned with growth and development of the child. The writer of this paper is attempting to set forth certain basic ideas that will bring about harmonious relationships between the home-school-community. / Typescript. / "June, 1950." / "Submitted to the Graduate Council of Florida State University in partial fulfillment of the requirements for the degree of Master of Arts under Plan II." / Advisor: Harris W. Dean, Professor Directing Paper. / Includes bibliographical references (leaves 41-42).

The two research questions of the study were: (1) Is the job satisfaction of school district administrators related to the personal factors of group membership and sex? (2) What are the sources of overall job satisfaction? Do they confirm findings from previous studies in which autonomy, responsibility, the work itself, growth, recognition, feedback, achievement, and interpersonal relationships were found to be major contributors to job satisfaction? Utilizing the Job Diagnostic Survey (JDS) developed by Hackman and Oldham and free response questions, ratings of job satisfaction were obtained to determine if sex and group membership (elementary principal, secondary principal and vice principal, or central office administrator) made a difference in the level of job satisfaction. The findings from the two research questions were: (1) Group membership and sex do not significantly relate to job satisfaction. (2) Approximately 22% of job satisfaction for administrators was attributed to autonomy and feedback from the work itself. Data gathered from the free response questions did reveal some differences in the sources of job satisfaction and dissatisfaction according to group membership. The main sources of satisfaction--regardless of group membership--involved the work itself, achievement, and interpersonal relationships. Recognition was also seen as a source of satisfaction at the central office and secondary level. Student performance and interaction was seen as a primary source of satisfaction at the elementary and secondary level. Autonomy was a main source of satisfaction at both the elementary and central office level. The main sources of dissatisfaction--regardless of group membership--involved amount of work, lack of feedback, constraints, and administrative policies. While interpersonal relationships were seen as sources of satisfaction by 25% of those responding administrators in central office positions, 60% of the responding administrators identified them as sources of dissatisfaction. The findings of this study imply that boards of education and upper-echelon administrators should be aware of the motivational potential in the two factors of autonomy and feedback and in the identified areas of job satisfaction and dissatisfaction. Opportunities which allow for greater administrator autonomy and feedback should be expanded in order to increase job satisfaction.

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