Vol. 1(2) SEP 2011 - SAVAP International

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Academic Research International ISSN: 2223-9553 Volume 1, Issue 2, September 2011 Table 2:Middle-level manager’s demonstration of technical, conceptual and interpersonal skills. Institutions Technical Conceptual Interpersonal Total skills skills skills Adeniran Ogunsanya College of Education, Otto-Ijanikin 29.5 1 28.5 3 29.1 2 87.1 Adeyemi College of Education, Ondo 26.4 3 27.2 1 26.5 2 80.1 Federal College of Education, Abeokuta 27.6 1 26.3 2 26.3 2 80.2 Federal College of Education (Technical), Akoka 28.5 3 29.1 1 29.0 2 86.6 Federal College of Education, Oyo 26.5 1 23.2 3 23.5 2 73.2 Lagos State College of Primary Education, Epe 27.3 1 26.4 2 26.1 3 79.8 Osun State College of Education, Ila-Orangun 28.7 3 29.5 1 29.0 2 87.2 Osun State College of Education, Ilesha 29.4 1 28.8 2 28.0 3 86.2 Oyo State College of education, Oyo 28.3 3 28.8 1 28.7 2 85.8 Evidences from the research in table 2 shows that middle-level managers demonstrate appropriate technical, conceptual and interpersonal skills. Hypothesis 2: Managerial skills of middle-level managers do not significantly Influence academic staff research/publications effectiveness. Table 3: Result of regression analysis of managerial skills on academic staff research/ publications effectiveness Source Df Ss Ms R F Sig. F Regression 1 943.44 946.44 Residual 459 81717.73 178.03 R 2 = .01145 .107 .316 3.84 The result in table 3 indicates that managerial skills of middle-level managers had a very low influence on academic staff research/publications effectiveness in colleges of education in South- Western Nigeria. Hypothesis 3: Managerial skills of middle-level managers do not significantly influence academic staff community service effectiveness. Table 4: Result of regression analysis of managerial skills on academic staff community service effectiveness Source Df Ss Ms R F Sig. F Regression 1 657.44 657.44 Residual 459 82006.73 178.66 R 2 = .00795 .089 3.98 3.84 The result in table 4 implies that managerial skills of middle-level managers had a very low influence on academic staff community service effectiveness. Copyright © 2011 SAVAP International www.savap.org.pk www.journals.savap.org.pk 250
Academic Research International ISSN: 2223-9553 Volume 1, Issue 2, September 2011 Hypothesis 4: There is no significant relationship between the managerial skills of middle-level managers and students academic performances in colleges of education in South Western Nigeria. Table 5: Correlation analysis of managerial skills and students academic performances. Variables No of cases X SD Df Cal. R Critical Decision value Managerial Skills 461 99.909 13.405 459 .143 .254 H 0 accepted Students Academic Performance 71.133 12.677 The result in table 5 showed that there is no significant relationship between the managerial skills of middle-level managers and students’ academic performance. DISCUSSION AND IMPLICATIONS The result in table 1 showed that middle-level managers in Colleges of Education in South Western Nigeria, demonstrated requisite managerial skills. The table showed that motivational skills was the most demonstrated (85.25%), depicting a picture of deans and heads of department who encourage staff towards goal attainment through the varying motivational tools. This is closely followed by the demonstration of communication skills (84.85%), which is also followed by the problem-solving skills (82.18%). The decision-making skill was the least demonstrated (81.04%) and this may be because such managers prefer to take decisions with minimal contributions from staff. Again, while considering the technical, conceptual and interpersonal skills, the technical skills was the most demonstrated as it ranked first in five colleges. This depict a picture of deans and heads of department who often demonstrate expertise in teaching, who have a clear understanding of actions, consequences and results of specific classroom behaviors which are capable of facilitating the accomplishment of the goals of their institutions. In addition these managers use appropriate procedures and techniques in the performance of specific tasks like appointing people into committees, approving students results, allocating courses to staff and coordinating schools’ and departmental meetings. The demonstration of technical skills is closely followed by that of conceptual skills which ranked first of the skills in four colleges; while interpersonal skills was the least demonstrated, revealing that the human relations of deans and heads of department is poor. Furthermore, the results showed that the managerial skills of middle-level managers had a very low influence on academic staff research/publications effectiveness. It was evident from the responses of respondents that academic staff research/ publications effectiveness was better enhanced by the desire to scale promotion hurdles, assistance obtained in typing and producing conference papers, as well as financial assistance obtained towards attending conferences, seminars and workshops. This agrees with Creamer’s (1998) findings that institutional policies and practices contribute, but do not determine whether a faculty member initiates and sustains a substantial record of scholarly publishing. The results also showed that managerial skills of middle-level managers had a very low influence on academic staff community service effectiveness, because contributions to community service is only required for promotion to principal and chief lecturer cadres. In addition, academic staff commitments to assigned tasks, and their desire to make a mark in their host communities, influence their contributions to community service. This agrees with the findings of Afolabi (2004) and Opadokun (2004) that the low impact of managerial skills on academic staff contributions to community service Copyright © 2011 SAVAP International www.savap.org.pk www.journals.savap.org.pk 251
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Vol. 1(2) SEP 2011 - SAVAP International

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