Formal and informal learning contributing to role performance of administative directors at Texas A&M University /
The purpose of this study was to determine what types of prior and current formal and informal learning assist directors of auxiliary enterprises in learning and carrying out their current role. It also sought to understand how their formal learning influences their informal learning so that formal...
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| Format: | Thesis Book |
| Language: | English |
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[Place of publication not identified] :
[publisher not identified] ;
2002.
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| Subjects: | |
| Online Access: | http://proxy.library.tamu.edu/login?url=http://proquest.umi.com/pqdweb?did=726447761&sid=1&Fmt=2&clientId=2945&RQT=309&VName=PQD |
| Summary: | The purpose of this study was to determine what types of prior and current formal and informal learning assist directors of auxiliary enterprises in learning and carrying out their current role. It also sought to understand how their formal learning influences their informal learning so that formal learning opportunities, which are conducive to better informal learning, may be recommended. Although there are research studies conducted on how administrators of academic departments learn their role, little, if any, research was found describing the process by which administrative directors of auxiliary enterprises learn their role. In this qualitative study, based on a naturalistic paradigm, data were collected through interviews and observations. An open-ended interview guide, developed through an iterative approach, was used for the interview process. The sample of the study consisted of 12 administrative directors of auxiliary enterprises at Texas A&M University. Data were analyzed using the content analysis approach. The data revealed that for the directors the current and prior formal learning opportunities contributing to their role learning and performance included undergraduate and graduate courses, job training, workshops, and conferences. The prior informal learning opportunities that were helpful for the directors included job experience and observation of former directors, while the current informal learning contributing to role performance was obtained through questions, informal discussions, trial-and-error, evaluations, double-loop learning, learning resources, networking at conferences, and informal discussions at retreats. For the directors, formal learning enhanced their informal learning and the reverse was also found to be true. |
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| Item Description: | Vita. "Major Subject: Educational Human Resource Development". |
| Physical Description: | x, 115 leaves ; 28 cm. Issued also on microfiche from University Microfilm Inc. |
| Bibliography: | Includes bibliographical references (leaves 88-94). |