THE RELATIONSHIP BETWEEN SUPERINTENDENTS' AND THEIR PRINCIPALS' PERCEPTIONS OF ORGANIZATIONAL CLIMATES AND THEIR ADMINISTRATIVE ARRANGEMENTS

The purpose of this study was to examine the relationship between superintendents' and their principals' perceptions of organizational climates and their administrative arrangements.;The Hypotheses were: (1) Principals on management teams will not have more positive perceptions of organizational climate than principals not on management teams. (2) Superintendents on management teams will not have more positive perceptions of organizational climate than superintendents not on management teams. (3) Superintendents not on management teams will not have more positive perceptions of organizational climate than principals not on management teams. (4) Principals and superintendents on management teams will not have different perceptions of organizational team climate.;Data was obtained through the administration of the Organizational Climate Index (OCI). Twenty New York State public school districts were randomly selected from within an 80-mile radius of Binghamton, New York for the study.;The OCI was used to gather climate data from those school districts which were of varying sizes. The respondents were the superintendent and one principal from each school district.;A brief questionnaire that also contained this study's definition of a management team was used to identify persons as being or not being management/administrative team members within their particular school districts.;The relationships posited in Hypotheses 1 through 4 were tested using a two-way Analysis of Variance. The .05 level of significance was applied.;The six Factors of the OCI were the concern of the study--Intellectual Climate, Achievement Standards, Personal Dignity, Organizational Effectiveness, Orderliness and Impulse Control.;No conclusive associations were found between or among the several combinations of team and non-team superintendents and principals. The hypotheses were not rejected.;Recommendations for further study included: (a) a considerably larger study sample; (b) elimination of the team no-team identifying questionnaire; and (c) an approved method of identifying people as team or non-team members in the management groups.;Perhaps the greatest value of this study rests in its recommendations for further study in the team membership area although this researcher is impressed that his method for his study served its purpose.