The purpose of this study was to describe the nature of the higher education music administrator's work in terms of specific administrative activities, characteristics of his managerial work, and managerial roles performed. / Data were collected via a literature review of higher education music administration, educational administration, and management theory, and on-site structured observation of three in-service, higher education music administrators of middle-sized public university schools or departments of music for three days each. The field study employed some of Mintzberg's('1) research methodology by utilizing his descriptions of managerial roles and the format of his tables. / Results of the case studies revealed that, on the average, the content of a typical workday included the following administrative activities: 17 desk work sessions (at 9 minutes each) in which 30 pieces of mail were processed; 13 brief (at 3 minutes each) telephone calls; 3 scheduled meetings (at 6 minutes each); and 1 tour (at 9 minutes). The average administrative workday (that is, excluding teaching responsibilities and nonadministrative activities) was 6 1/2 hours in duration, during which an average of 49 distinct activities occurred. / Some observed characteristics of the managerial work of music administrators include: steady pace of the work; random juxtaposition of trivial and important activities; brief duration of the activities; 58% of administrative work time was spent in verbal contact media; desk work sessions consumed 40% of the administrative work time; scheduled meetings consumed the largest part (44%) of the total time spent on administrative contacts; interactions were primarily on a one-to-one basis; and interactions with subordinates consumed 60% of all contact time. / Ten managerial roles, classified under 3 categories (Interpersonal,Decisional, and Informational), were observed. The Informationalroles (specifically Monitor, Spokesman, and Disseminator) wereutilized 54% of the administrative work time. The Interpersonal role,Leader, and the Decisional role, Resource Allocator, were the five / most important of the ten roles observed. / ('1)Mintzberg, H. The nature of managerial work. New York: Harperand Row, 1973. / Source: Dissertation Abstracts International, Volume: 43-03, Section: A, page: 0717. / Thesis (Ph.D.)--The Florida State University, 1982.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_74795 |
| Contributors | SCHMIDT, LENORE BOUDREAU., Florida State University |
| Source Sets | Florida State University |
| Detected Language | English |
| Type | Text |
| Format | 207 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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