Thesis (Ph. D.)--Lehigh University, 2000. / Includes vita. Includes bibliographical references (leaves 121-128).

Thesis (DPhil(Social Work))--University of Pretoria, 1999. / Includes bibliographical references.

Thesis (Ph. D.)--Lehigh University, 2001. / Includes vita. Includes bibliographical references (leaves 108-118).

Thesis (Ph. D.)--Ohio State University, 1968. / Includes vita. Includes bibliographical references (leaves 158-162). Available online via OhioLINK's ETD Center.

No description available.

No description available.

The purpose of this study was to determine the nature and extent of changes in supervisor conference behavior which could be attributed to the effect of practice following a graduate course in Instructional Supervision. In this study, half of the supervisors were able to practice their supervisory skills following their training in Instructional Supervision while the remaining supervisors in the sample were not able to practice their supervisory skills. Data were gathered from video-tapes of post-course and final conferences through the use of the Supervisor-Teacher Analogous Categories System (STACS) and the Timed Interval Categorical Observation Recorder (TICOR). STACS is a 19-category behavior system which was developed to investigate behavior which occurs between supervisors and teachers in supervisory conferences. TICOR is a micro computer used for collecting and analyzing observational data through the use of hardware and software components which in this case were adapted to use STACS. The data were gathered to answer the study question, do participants who had the opportunity to practice supervisory skills differ significantly from those participants that had no opportunity to practice their skills. Eleven variables from STACS were chose to document conference behavior change between the practice and no practice groups. Analysis of Variance was used to test for significant differences in conference behavior between the post-course and final conference tapes for the supervisors in the practice and no practice groups. The study findings indicated that there were no statistically significant differences between the group of supervisors who were able to practice their supervisory skills and the group of supervisors who were unable to practice their supervisory skills. / ix, 113 leaves ; 28cm

The purpose of the study was to investigate the cost effectiveness of a human relations communications course for supervisors in a public agency using four selected indices for comparison.The subjects consisted of sixty-eight supervisors employed by three federal agencies serviced by a central personnel function. The managers supervised small work groups engaged in administrative processes and their subordinates were organized through a local chapter of a national public employee union. The supervisors were randomly assigned to control and experimental groups consisting of thirty-four supervisors in each group. Members of the experimental group were randomly assigned to three small training groups. The training groups met for eight hours during ore day for the training program.The purpose of the training was to develop and improve facilitalive communication skills for goal setting with subordinates. To analyze the effectiveness of the training program, four measures of the desired results were recorded for six months after the completion of the trainingprogram.The measures were: employee turnover, employee lateness, managerial performance ratings, and number of written employee grievances. Employee turnover and employee Managerial performance ratings and written employee grievances were used as criteria for behavioral change.For each of the criterion measures, pretraining and posttraining group means were determined for experimental and control groups. There was no significant difference between the pretraining group means. A t test was used to determine if posttraining measures were significantly different.Analysis of the data indicated the experimental group was significantly (p <.05) better on the criterion measure of employee turnover. An incremental cost saving to the public agency resulted because of the lower turnover rate. No significant difference resulted in regard to employee lateness, managerial performance ratings, and the number of formal employee grievances.The findings and conclusions of the study indicate a management training program was effective in changing an organizational variable, employee turnover, that contributed to the op-rational savings of the public agency. The lack of significant difference in other criteria suggests other variables do not change as readily. However, the study evidenced training outcomes can be measured in terms of selected economic indices.

Thesis (DBusinessAdministration)--University of South Australia, 2007.

Thesis (Ph.D.)--Ohio University, June, 2007. / Title from PDF t.p. Includes bibliographical references.