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.

Mémoire numérisé par la Direction des bibliothèques de l'Université de Montréal.

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Thèse numérisée par la Direction des bibliothèques de l'Université de Montréal.

L’Amérique centrale, constituée de six Etats hispanophones et un Etat anglophone, est le fruit d’une partition de ce que la couronne espagnole, lors des grandes découvertes, appelait la capitainerie de Guatemala.Le morcèlement en petits Etats facilita d’autant plus l’influence étrangère, en particulier du grand voisin du nord, jusqu’à entraîner des guerres civiles, expression d’une guerre froide par fournitures de moyens, au Guatemala, au Nicaragua et au Salvador, en particulier.La thèse reprend les aspects problématiques des relations avec l’extérieur, le plus souvent subies, depuis l’indépendance, au paroxysme, les guerres civiles des années 1980, jusqu’à la fin de la guerre froide. Elle évoque une hypothèse : la mise en place d’une nouvelle fédération, en évitant les erreurs du passé, permettant de potentialiser les ressources économiques et humaines de l’ensemble des pays de la zone, afin de jouer un rôle de partenaire dans le concert des nations et non de subir les ingérences étrangères. / Central America, made of six Spanish speaking countries and one English speaking country, is the result of the partition of which Spanish crown, during the discoveries, called captainship of Guatemala.The partition into small states allowed an easy foreign influence, particularly from the powerful northern neighbor, until the outburst of civil wars, epitomizing a cold war waged by implementing and building up, in Guatemala, Nicaragua, Salvador, in particular.The thesis makes a panorama of the problematic foreign relations, from independence to the climax period of the eighties, until the end of the cold war. It gives birth to a hypothesis: the creation of a new federation, avoiding the previous failures, to put into potential the economical and human resources, of the states of the area, in order to play as a partner, in international relationships, in spite of undergoing foreign influences.

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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