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THE NATURE OF THE PUBLIC SCHOOL MUSI...

BURDEN, FLOYD ALLEN.

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THE NATURE OF THE PUBLIC SCHOOL MUSIC ADMINISTRATOR'S WORK: CASE STUDIES ON THREE SELECTED TEXAS PUBLIC SCHOOL MUSIC ADMINISTRATORS (HENRY MINTZBERG).

Record Type:	Electronic resources : Monograph/item
Title/Author:	THE NATURE OF THE PUBLIC SCHOOL MUSIC ADMINISTRATOR'S WORK: CASE STUDIES ON THREE SELECTED TEXAS PUBLIC SCHOOL MUSIC ADMINISTRATORS (HENRY MINTZBERG)./
Author:	BURDEN, FLOYD ALLEN.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 1985,
Description:	235 p.
Notes:	Source: Dissertations Abstracts International, Volume: 46-07, Section: A.
Contained By:	Dissertations Abstracts International46-07A.
Subject:	Music education. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=8607010
ISBN:	9798516952654

THE NATURE OF THE PUBLIC SCHOOL MUSIC ADMINISTRATOR'S WORK: CASE STUDIES ON THREE SELECTED TEXAS PUBLIC SCHOOL MUSIC ADMINISTRATORS (HENRY MINTZBERG).
BURDEN, FLOYD ALLEN.

THE NATURE OF THE PUBLIC SCHOOL MUSIC ADMINISTRATOR'S WORK: CASE STUDIES ON THREE SELECTED TEXAS PUBLIC SCHOOL MUSIC ADMINISTRATORS (HENRY MINTZBERG). - Ann Arbor : ProQuest Dissertations & Theses, 1985 - 235 p.

Source: Dissertations Abstracts International, Volume: 46-07, Section: A.

Thesis (Educat.D.)--University of Houston, 1985.

This item must not be added to any third party search indexes.

The impetus for this study was the widespread concern on the part of public school music administrators and researchers that the public school music administrator's position is ill-defined and the precise duties are in need of clarification. This study of three selected public school music administrators was accomplished by utilizing Henry Mintzberg's methodology of on-site structured observation during the work day. Specifically, the study answered the following questions: (1) What does the public school music administrator do? (2) What activities comprise a working day? (3) Which managerial roles are exhibited by the public school music administrator? Each music administrator was observed for approximately eight hours a day for a five-day work week. The field research followed three processes: collecting of preliminary data, recording of observation, and coding of observations. For the actual observation "anecdotal data," a description of all that was observed, was collected. To classify these data three records were used: (1) the chronological record, describing and timing activity patterns; (2) the mail record, accounting for each piece of incoming and outgoing mail; and (3) the contact record, detailing each verbal contact. These data, presented in tabular form, were analyzed and provided a detailed description of the duties and function of selected public school music administrators in the following categories: desk work, treatment of mail, telephone calls, scheduled and unscheduled meetings, observations of teachers, inter-district travel, administrative contracts, and managerial roles. For the subjects of this study, it was concluded that: (1) Public school music administrators deal with an extensive amount of paperwork, which may detract from accomplishing tasks most directly related to the improvement of music teaching and learning. (2) A relatively small amount of time is devoted to direct fact-to-face contact with music teachers. (3) Public school music administrators may be more effective with office locations within the same complex as other administrative staff members. (4) Public school music administrators spend little time in entrepreneurial role activities, such as the creation of new and innovative ideas of improvement within the music program.

ISBN: 9798516952654Subjects--Topical Terms:

3168367
Music education.

THE NATURE OF THE PUBLIC SCHOOL MUSIC ADMINISTRATOR'S WORK: CASE STUDIES ON THREE SELECTED TEXAS PUBLIC SCHOOL MUSIC ADMINISTRATORS (HENRY MINTZBERG).
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500 $a Source: Dissertations Abstracts International, Volume: 46-07, Section: A.
500 $a Publisher info.: Dissertation/Thesis.
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506 $a This item must not be added to any third party search indexes.
506 $a This item must not be sold to any third party vendors.
520 $a The impetus for this study was the widespread concern on the part of public school music administrators and researchers that the public school music administrator's position is ill-defined and the precise duties are in need of clarification. This study of three selected public school music administrators was accomplished by utilizing Henry Mintzberg's methodology of on-site structured observation during the work day. Specifically, the study answered the following questions: (1) What does the public school music administrator do? (2) What activities comprise a working day? (3) Which managerial roles are exhibited by the public school music administrator? Each music administrator was observed for approximately eight hours a day for a five-day work week. The field research followed three processes: collecting of preliminary data, recording of observation, and coding of observations. For the actual observation "anecdotal data," a description of all that was observed, was collected. To classify these data three records were used: (1) the chronological record, describing and timing activity patterns; (2) the mail record, accounting for each piece of incoming and outgoing mail; and (3) the contact record, detailing each verbal contact. These data, presented in tabular form, were analyzed and provided a detailed description of the duties and function of selected public school music administrators in the following categories: desk work, treatment of mail, telephone calls, scheduled and unscheduled meetings, observations of teachers, inter-district travel, administrative contracts, and managerial roles. For the subjects of this study, it was concluded that: (1) Public school music administrators deal with an extensive amount of paperwork, which may detract from accomplishing tasks most directly related to the improvement of music teaching and learning. (2) A relatively small amount of time is devoted to direct fact-to-face contact with music teachers. (3) Public school music administrators may be more effective with office locations within the same complex as other administrative staff members. (4) Public school music administrators spend little time in entrepreneurial role activities, such as the creation of new and innovative ideas of improvement within the music program.
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