استخراج مؤلفه های مهارت های نرم مدیران آموزشی به روش آمیخته اکتشافی(طراحی یک ابزار اندازه گیری)
محورهای موضوعی : آموزش و پرورشعلی خالق خواه 1 , حبیبه نجفی 2
1 - دانشیار، فلسفه تعلیم و تربیت، دانشکده علوم تربیتی و روان شناسی، دانشگاه محقق اردبیلی، اردبیل، ایران.
2 - دانشجوی دکتری، مدیریت آموزشی، دانشکده علوم تربیتی و روان شناسی، دانشگاه محقق اردبیلی، اردبیل، ایران
کلید واژه: مدیران آموزشی, مهارت های نرم, روش آمیخته, ابزار اندازه گیری,
چکیده مقاله :
مهارت های نرم می تواند به عنوان مهارت های انسانی متمرکز بر صلاحیت در کار کردن با اشخاص دیگر تعریف شود. مدیران آموزشی در این قرن نیازمند ادغام مهارت های سخت و نرم به منظور افزایش اثربخشی و بهره وری در کار خود هستند. هدف این پژوهش، استخراج مؤلفه های مهارت های نرم مدیران آموزشی و طراحی ابزار اندازه گیری است. روش: روش این پژوهش، آمیخته و از نوع اکتشافی ( به دلیل اولویت گردآوری داده های کیفی) است. نمونه آماری در این تحقیق، شامل 40 نفر مدیر آموزشی هستند که به روش نمونه گیری هدفمند (گلوله برفی) از بین مدیرانی که در مراکز آموزشی شهر تبریز مشغول به خدمت و دارای روابط گسترده بودند، انتخاب شدند. داده های کیفی با روش مصاحبه گروه کانونی و سپس تحلیل محتوا شدند و داده های کمی با روش تحلیل عاملی به وسیله نرم افزار Spss مورد تجزیه و تحلیل قرار گرفتند. یافته ها: پس از تحلیل محتوا ، 7 مؤلفه شامل: تفکر تحلیلی و حل مسأله، ارتباطات، کارگروهی، مدیریت اطلاعات، توسعه نوآوری، یادگیری مادام العمر، اخلاق و مهارت های حرفه ای استخراج شدند. پرسش نامه طراحی شده دارای 30 سؤال است که روایی آن با تحلیل عاملی تأئیدی مورد بررسی قرار گرفت که ضرایب همه بارهای عاملی بالای 7/0 است، بنابراین هیچ آیتمی از پرسش نامه حذف نشد. پایایی پرسش نامه با ضریب آلفای کرونباخ اندازه گیری شد که مقدار آن 81/0 برآورد شد که از میزان قابل قبولی برخوردار است. مهارت های نرم مدیران در دنیای متغییر و رقابتی امروزی بیش از مهارت های سخت و رسمی مورد نیاز است، از این رو مدیران آموزشی باید این مهارت ها را در اولویت کار خود قرار دهند و در تقویت مؤلفه های آن برای ارتقای اثربخشی سازمان خود، تلاش کنند.
Context: Soft skills can to be defined as human skills focused on the qualification of working with others. administrators need to integrat hard and soft skills to enhance the effectiveness and efficiency in their work. Purpose: The aim of this study is extraction the soft skills components of administrators and designing the measurement tool. Method: Method of this study is exploratory mixed (as a priority to collect of qualitative data). the statistical sample consisted of 40 administrators that were selected with purposive sampling method (snow ball); these administrators employ in educational centers in city of Tabriz and have widespread communications. qualitative data were analyzed through focus group interview then content analysis and quantitative data were analyzed through factor analysis method by Spss software. Results: after content analysis were extracted 7 components consist of: analytical thinking and problem solving, communication, teamwork, information management, innovation development, lifelong learning, morality and professional skills; the designed questionnaire has 30 questions that it،s validity was examined by confirmatory factor analysis; coefficients of all factor loadings were above 0.7 therefore was not removed no item questionnaire. . Its reliability was measured by Cronbach's alpha coefficient whose value was estimated the amount of 0.81 that is acceptable. Conclusion: soft skills of administrators is required more than hard skills in today's changing and competitive world. Thus the administrators must put up theses skills in priority of their work. and try to reinforce its components for preferment the effectiveness of their organization.
- Abell, A. (2002). Softly Approach.” Information World Review; Vol; 18; No; 6; pp: 22 - 44.
- Amey, M. J. (2006). Leadership in Higher Education; Journal of Change; Vol; 38; No; 6; pp: 55-58.
- Anderson.N; Burch.G.J .(2003). Measuring person-team fit: development and avalidation of the team selection inventory; Journal of managerial psychology, Vol; 19 ; No; 4, pp: 406 - 426.
- Basadur, M. (2004). Training in creative problem solving. McMaster University, USA
- Bhaskar. P. R; Choi. E ; Ian. L. (2009). A Taxonomy and Survey of Cloud Computing Systems Fifth; International Joint Conference on INC IMS and IDC, Vol; 1; No; 5; pp: 44 -51.
- Cole, M. A. (1999). Become the Leader Followers Want to Follow. Supervision; Vol; 60; No; 12; pp: 9-10.
- Crosbie, R. ( 2005). Learning the Soft Skills of Leadership. Industrial and Commercial Training Vol; 37; No; 1; pp: 45-51.
- DuBrin, A. J. (2006). Essentials of Management.7th ed. New ; Jersey: Thomson South-Western.
- Fisher. R. (2009). Sources of conflict and methods of conflict resolution; Intenationl Peace and conflict; Resolution school of International serrice the American university,Vol; 2; No; 4; pp: 5 - 25.
- Gliga, L. (2002). Standarde profesionale pentru profesia didactic a, Bucuresti: Polsib SA
- Hoy, W. K ; Miskel. C. G. (2001). Educational Administration: Theory, Research, and Practice.6th ed. New York: McGraw Hill.
- Iles, P. (2001). Leadership and Leadership Development: Time for a New Direction? The British Journal of Administrative Management; Vol; 27; No; 12; pp: 22 - 23.
- Jeevanantham, L. S. (2005). Why Teach Critical Thinking? Africa Education Review, Vol; 2; No; 1 pp: 118 - 129.
- Katz, R.L. (1974). Skill of an effective administrators. Harvard Business Review, Vol; 52; No 5; pp: 90-102.
- Liddle, A. J.( 2006). Cockerell. Leaders Must Master Soft Skills; Foster the Fantastical; Nation’s Restaurant News; Vol; 40; No; 44; pp: 62 - 76.
-Macvicar, S. (2006). Tech Trends; Training Journal; Vol; 16; No; 8; pp: 64 -73.
- Malaysia, M. O. H. E. (2006). Development of soft skills for Institutions of Higher Learning. University Putra Malaysia.
- Meadow, A; parnes, S. (2007). Evaluation.of Training in creative problem solving. U.Buffalo.
- Mhaskar, Anuj A. (2010). Differences in interpersonal skills be ween engineering and organizational leadership and supervision majors. College of Technology Directed Projects. Paper 25. http://docs.lib.purdue.edu/techdirproj/25.
- Middleton, M. (2002). information Management: A Consolidation of Operation, Analysis and Strategy. Wagga, NSW: Charles Sturt University, Centre for Information Studies., Wagga Wagga, NSW, Australia, v-viii.
- Mohammady Mehr; M. Maleky; H. Abbaspour; A. Khoshdel; A. (2011). The role of higher education in lifelong learning, Journal Educational Strategies; Vol; 4; No; 2; pp; 90 – 106.
- Myburgh, S. (2000). The Convergence of Information Technology ; Information Management. Information Management Journal, Vol; 2; No; 4; pp: 25- 35.
- Neels, C.J ; Johnson, D. (2010). “Information management as an enabler of knowledge managemtn maturity: a sough African perspective”. International journal of information management. Vol. 30; No; 4; pp: 57- 67.
- Odgers, P.( 2005). Administrative Ocffice Management; 13th ed. USA: Thomson South -Western.
- Quible, Z. K.( 2005). Administrative Office Management: An Introduction. 8th ed. New Jersey: Pearson-Prentice Hall.
- Paterson,James. (2010). Do Teams Work? Leadership for Student Activities; National Association of Secondary School Principals Edition.Reston. December ;Vol; 39; No; 4; pp:9 – 12.
- Pennino, C. M . (2008). Managers and professional ethics; Journal of Business Ethics ; Vol; 41 No; 2; pp: 33 – 47; Wikipedia.com; retrived 15 th may.
- Prasek, P. (2011). Value, book, learning development for 21st Century students. Bangkok: Sodsri-saridwong Foundation.
- Purcell, K., Rainie, L., Heaps, A., Buchanan, J., Friedrich, L., Jacklin, A., et al. (2012). how Teens Do Research in the Digital World: Pew Reseacrh Center.
- Runco, M.A. (2007). Creativity, Theories and Themes. California, Norwegian: School of Economics.
- Shakir, R. (2009). Soft Skills at the Malaysian Institutes of Higher Learning; Asia Pacific Educ; Vol; 10 No; 7; pp: 309 - 315.
- Somerset, F. (2001). The softer side of leadership: How to take your leadership to deeper level. Journal of Career Intelligence, Vol; 7; No; 5; pp: 12-13.
- Somerset, F. (2001). The Softer Side of Leadership: How to Take Your Leadership to a Deeper Level. Journal of Career Intelligence; Vol; 75; No; 7; pp: 12 - 13.
- Tang, K.N. (2012). Soft skills development for higher education institute. Paper presented for special seminar, Faculty of Education, Khon Kaen Univerity.
- Torabi; M. (2007). Thinking Architecture in knowledge Management .First Editio1.Publisher: Mirmah.Tehran. (in Persian).
- Trilling; B; Fadel; C. (2009). 21st century skill learning for life in our time. New York: John Wiley & Son.
- Vieth, C.S; Smith, T.W. (2008). Engineering and technical leadership development: challenges in a rapidly changing global market. Chief Learning Officer. Retrieved from http://www.clomedia.com/fearures/2008/febryary/7072/index.php.
- Wallapha, A. (2012). Document for organizational development. Educational Administration, Faculty of Education, Khon Kaen University.
- Warren, T. (2005). Follow the Leader; Journal of Texas Banking; Vol; 94; No; 12; pp: 14 - 35.
- Wijan, P. (2012). How to develop learning for the 21st Century Students. Bangkok: Sodsri-saridwong Foundation.
-Wilaipan; W. (2013). Staff development. The Second Issue of Palatipat Journal, Bangkok; Vol; 3; No; 1; pp: 23- 41.
_||_