AN ANALYSIS OF THE ADMINISTRATIVE ROLE OF THE DEAN OF CONTINUING STUDIES AT THE UNIVERSITY OF NEBRASKA-LINCOLN, 1968 TO 1978

JACK E SCAMMAHORN, University of Nebraska - Lincoln

Abstract

The purpose of this study was to document the administrative role of the Dean of Continuing Studies at the University of Nebraska-Lincoln during the ten-year period from 1968 to 1978. In documenting the administrative role, the study analyzed the administrative role as it existed in 1968, the evolution of the administrative role in the late sixties and mid-to-late seventies and, finally, the administrative role as it existed in 1978. In collecting the data needed to document the administrative role of the Dean of Continuing Studies, all Deans or their equivalent who served during this ten-year period were interviewed. Perceptions of persons both superordinate and subordinate to the Deans were gathered and analyzed. The questions included in the interview schedule were developed a priori and via the review of literature. Eleven research questions were utilized in an interview schedule format which dealt with the administrative role of the Dean of Continuing Studies at the University of Nebraska-Lincoln. Based upon the analysis of data, the following conclusions seem warranted: (1) The model of organization of the Division of Continuing Studies has increasingly moved from one of centralization to one characterized by greater decentralization. (2) The management skills essential to the position of the Dean of Continuing Studies have become far more complex in the areas of political know-how, planning, organizing, leading, and controlling. (3) The administrative structure of the Division of Continuing Studies has moved from a single-line span of control toward a broadened pyramidal structure. (4) The Dean of Continuing Studies, although clearly respected by University administrators in the 1960's, had assumed greater prestige and influence with the University administrators by the late 1970's. (5) The size of complexity of the Division's staff increased substantially during the period covered by the study. (6) The Division of Continuing Studies acquired new and expanded programs and took on an increased service role during the period covered by the study. (7) The accountability and responsibility of the Deans in the area of budget supervision increased substantially during the ten-year period. (8) The relationships between the Dean of Continuing Studies and chief academic officers of the University were generally good during this period of time. (9) Professional preparation in the field of adult and continuing education was, in the ten-year period covered by the study, increasingly emphasized in the selection of Deans. Continuing studies as a movement is growing nationwide. However, at the University of Nebraska-Lincoln there appear indicators that growth cannot be predicted with any confidence. It would seem logical to conclude from the findings that the future growth of the Division of Continuing Studies at the University will hinge upon several key factors; (a) the political know-how of the individual occupying the Continuing Studies Deanship; (b) the ability of the staff of the Division of Continuing Studies to relate in a pragmatic manner to the University faculty and external audiences as the University seeks to develop and deliver continuing education programs and services; (c) the priority placed by top-level administrators of the University of Nebraska system/campuses upon Continuing Education.

Subject Area

Adult education|Continuing education

Recommended Citation

SCAMMAHORN, JACK E, "AN ANALYSIS OF THE ADMINISTRATIVE ROLE OF THE DEAN OF CONTINUING STUDIES AT THE UNIVERSITY OF NEBRASKA-LINCOLN, 1968 TO 1978" (1979). ETD collection for University of Nebraska-Lincoln. AAI8015188.
https://digitalcommons.unl.edu/dissertations/AAI8015188

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