Universities and colleges--Florida--Administration

The purpose of this study was to explore the perceptions of inter-campus relations
by mid-level student affairs administrators of both main campuses and branch campuses,
with a focus on a specific population from 6 of one state's public, 4-year or above
multicampus universities. The study examined the relationships that exist between the
administrators' perceptions and the variables gleaned from their environment and
positions. This research study focused on the branch or regional campuses of 6 of the 11
4-year or above public universities of the state ofFlorida. A convenient, purposeful
sample of mid-level administrators, heads of departments designated as student affairs, at
Florida university branch campuses and their counterparts on the main university
campuses constituted the population for this study. This study discovered significant differences in perceptions of the main campus
and branch campus student affairs administrators as they related to the four domains.
Campus location was the most significant factor in predicting the perceptions of the
respondents. Significant differences were found on issues of respect; communication;
authority over budget, staffing, decision making and policy setting.

This study focuses on goal congruence between faculty and administrators, and how that congruence, negative or positive, is related to faculty productivity and faculty job satisfaction. Specifically, this study (a) examines and assesses goal congruence among faculty and administrators, (b) examines and assesses relationships between goal congruence and faculty productivity, and (c) determines how goal congruence was related to faculty job satisfaction. Finally, this study examines and assesses relationships between faculty productivity and faculty job satisfaction. The population for this study was the faculty, and college and departmental administrators in four of the ten public universities in Florida (USF, FAU, UCF, and FIU). College deans, associate deans, chairpersons, program directors, and tenured or tenure track faculty members were identified in eight disciplines (business administration, computer engineering, computer science, electrical engineering, English, mathematics, physics and teacher education) from each of the universities that were selected. The researcher designed the instrument used for this study. The instrument was pilot-tested in departments and colleges not examined in the dissertation study. Research findings and conclusions were that there is goal congruence between personal importance and perceived university importance of institutional mission goals for both faculty and administrators. This research found goal congruence between faculty and administrators for five, highly important "quality" goals. Faculty reported relationships for four institutional mission goals, while administrators reported congruence in common with those of faculty, and an additional four university mission goals. There were significant differences between faculty and administrators' personal importance for only one goal, while differences between faculty and administrator perceived importance were significant for four institutional mission goals. There is a relationship between faculty productivity and faculty job satisfaction for three mission goals. Congruence between faculty's and administrators' personal importance and perceived university importance of institutional mission goals is related to faculty job satisfaction and faculty productivity.

This study is directed at the compilation of materials, ideals
and developments on Educational Administration which resulted from the
Southern Regional Council on Educational Administration (SRCEA) and its
feasibility study.
Leadership, a general concern of society, is a major problem in
the operation of our institutions. Institutions are seeking leaders who
can visualize solutions to problems and assist others in reaching institutional
goals. Education, too, is concerned with the need for leadership.
it Is this function which takes precedence over all others in
working with the faculty, pupils and community. The major findings were that the evidence presented appears to
confirm the existence of guidelines for patterns which would improve the
adaptability of higher education departments of educational administration
and supervision especially in the State of Florida. It also appears
that the kind of professional training received by educational administrators
does not equip them to communicate effectively with the New Constituencies. On the surface, it would appear that there is an oversupply
of administrators being trained for the job market today. However, if
one examines this situation more thoroughly, one may conclude that there
is really a need to train more administrators for the labor market, since
the New Constituencies have become a permanent segment in the student
population in higher education.