Social Control of Administrative Impropriety: An Analysis of College and University Administrators. ASHE Annual Meeting Paper.Reportar como inadecuado




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Calls for greater accountability in higher education have prompted responses from most faculty and administrators that self-regulation is the answer. This paper takes a quantitative approach to examining how administrative behavior is regulated, applying a social control perspective to the issues of sanctioning, detecting, and deterring deviance. A cross-sectional analysis of reported cases of wrongdoing in the "Chronicle of Higher Education" for 1986-87 and 1996-97 examined administrator conduct from several aspects: (1) administrative level, establishing eight levels ranging from regent to dean; (2) type of impropriety, using five categories: financial issues, academic issues, personnel issues, governance, and abuse of power/conflict of interest and/or other forms of legal improprieties; (3) formality of action; and (4) institutional status, ranging from research institutions to community colleges/two-year schools. It was found that despite increased calls for ethical codes and leadership, no significant increase was noted in the number of cases in the years examined, nor was any increase found in the level of public involvement in the social control of impropriety. However, a significant positive relationship was found between the professional status of the accuser and the formality of action taken; no equivalent relationship for institutional status was seen. Six tables provide statistical data. (Contains 39 references.) (CH)

Descriptors: Administrator Behavior, Administrator Role, Behavior Standards, Codes of Ethics, College Administration, Conflict Resolution, Discipline, Higher Education, Power Structure, Punishment, Sanctions, Social Control, Standards











Autor: Bray, Nathaniel J.

Fuente: https://eric.ed.gov/?q=a&ft=on&ff1=dtySince_1992&pg=8518&id=ED437871



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