Constraints on department head performance of selected managerial functions in the large public university

Abstract

The purpose of this study was to quantify department head ratings of influence exerted by selected groups and individuals on managerial tasks identified as part of the department head's role and to identify those influences rated sufficiently high as to be considered a constraint on the department head's performance of particular tasks. A random sample of department heads in large public universities in the United States was selected for the study. A questionnaire was sent to department heads in the sample in May 1978. Department head ratings of influence of selected groups and individuals on the managerial tasks were analyzed by use of an analysis of variance procedure to determine if differences existed in department head ratings on the basis of six independent variables (field of study, geographic region of institution, size of institution, method of department head selection, number of full-time equivalent faculty members in the department, and collective bargaining status of the institution). Department head ratings of their own influence for each of the managerial tasks were compared to determine if ratings differed for each of the independent variables. In addition, means of department head ratings of their own influence were ranked and compared for each of the independent variables. Means of department head influence on individual managerial tasks were combined into means for broad managerial functions (planning, organizing, staffing, directing, and controlling), and rankings for means for the managerial functions were compared for each of the independent variables. Conclusions drawn from the study include the following: 1. Department heads in large public universities agree to a large extent in their perceptions of their own influence and the influence of other groups and individuals on selected managerial tasks associated with the department head position. Differences in ratings of influence were found, however, which give insight into the functioning of department heads and constraints on their functioning in the large public university. 2...