A forecast of the critical tasks for chief housing officers in higher education at four year colleges and universities /
| Main Author: | |
|---|---|
| Other Authors: | , , |
| Format: | Thesis Book |
| Language: | English |
| Published: |
1990.
|
| Subjects: | |
| Online Access: | ProQuest, Abstract Link to OAKTrust copy |
| Abstract: | The purpose was to identify critical tasks of chief housing officers for time periods I (0 - 5 years) and II (10 - 20 years), and to prioritize these tasks based on a consensus so that the highest ranked critical tasks could be identified. Conducted was a Delphi study in which 18 nominated housing experts were selected to participate. In Round One, participants were asked to list 10 critical tasks for chief housing officers in each of the time periods. From these statements, 213 critical tasks resulted. Through editing, 129 tasks remained. In Round Two, participants were asked to rank each of the 129 tasks for each time period. A four-point scale from 4 - very important (high priority) to 1 - unimportant (low priority) was used. The mode (consensus) was then determined for each of the tasks. In Round Three, participants were provided with results from Round Two, which included the individual's and the group rating for each task. Respondents were then requested to move toward consensus or to provide a statement (minority report) explaining why the individual did not change. The minority report was requested when participants were more than one rating from the group consensus. Conclusions included: placing emphasis on the role in financial managment; continuing to recruit and train staff, with attention to minorities; maintaining functions in food service; maintaining good public relations; increasing the administrative role; providing safe and secure housing at reasonable rates; providing a student development environment; and increasing staff inservice training opportunities. Recommendations resulting from the study included: providing business management techniques; providing training in recruiting and selecting staff with emphasis on affirmative action guidelines; expecting staff to keep informed of current issues in food service; providing staff with training in customer relations; and maintaining yearly building maintenance and renovations. Implications for further research addressed critical task comparisons among chief housing officers in various regions of the United States and comparisons of organizational structures in housing programs. An adaptation of a strategic market planning model was illustrated, using the critical tasks from the study. |
|---|---|
| Item Description: | Typescript (photocopy). Vita. "Major subject: Educational administration." |
| Physical Description: | xi, 318 leaves ; 29 cm |
| Bibliography: | Includes bibliographical references. |