MANAGEMENT COMPETENCIES OF EDUCATIONAL ADMINISTRATORS AND INDUSTRIAL MANAGERS AS PERCEIVED BY PROFESSORS OF EDUCATIONAL ADMINISTRATION AND PROFESSORS OF BUSINESS ADMINISTRATION.

摘要

The purpose of this study was to investigate the relationship between competencies of educational administrators and industrial managers, as perceived by professors of educational administration and professors of business administration. The positions selected for study were the superintendent and principal in education and the middle level manager and lower level manager in industry. The research instrument, the Training Needs Analysis (TNA) questionnaire, contained fifty items previously validated in companion studies by Mahoney (1973) and Cobb (1974).;Based upon the findings, the following conclusions were drawn: (1) Administrators in education have a greater need for training in management related competencies than managers in industry; (2) Colleges of Education and Colleges of Business should share faculty and resources to develop in-common curricula for students of educational administration and students of management; (3) Colleges of Education and Colleges of Business should develop courses that include those competencies which received high ratings and were shared by the superintendent and the middle level manager and by the principal and lower level manager; (4) Further research should be conducted to evaluate the need for training in the major competency areas identified by this research from the perspective of managers or trainers of managers in organizational settings different from both education and industry.;Descriptive statistics revealed that the highest priority of training need was assigned to the position of superintendent, followed by the middle level manager, principal and lower level manager. Factor analysis of the data collected revealed that competency items concerned with human relations, communications, employee performance and contract administration were represented in the first three factors for all positions studied. Selected findings from the development of factor comparisons (program Relate) showed that a strong relationship existed between the factor structures for the superintendent and principal, while a moderate to strong relationship existed between the middle level manager and lower level manager. A moderate relationship was found between the superintendent and middle level manager and between the principal and lower level manager.