Abstract
The management of post-16 institutions was studied in relation to the perceptions of TVEI coordinators and Senior Managers. The institutions included 11-18 Schools, Sixth Form Colleges, Tertiary Colleges and Technical Colleges. A case study approach was adopted and involved twelve institutions in Hampshire and four institutions elsewhere (described as 'distant' case studies). The initial focus of the research programme stemmed from an investigation of TVEI-implementation. The active phase of the research related to six 'research questions' and utilised four different research tools; a semi-structured interview, the construction of a concept map, the completion of a repertory grid and an 'information model' grid. The general approach of the research related to the field of personal construct psychology (PCP). The initial focus of TVEI-implementation was itself a research tool, used to gain access to the personal constructs of the participants. The analysis of the data was systematic and was pursued through four 'levels'. The degree of integration of each TVEI coordinator within the management structure was found to be affected by the type of institution in which they were located and by other responsibilities (with a higher profile). There was a link between the type/size of the institution and the type of management model identified. Types of model were classified according to 'shape', 'key groups' and 'superior positions'. The various groups within each of the four types of institution did relate to each other to varying degrees. Such relationships were not found to be simple and often stemmed from many personal constructs. Furthermore, the routes of communication were complex and varied greatly. The perceptions or personal constructs of the TVEI coordinators indicated a different 'prejudice' to that of the Senior Managers. 'Construct routes' were devised to demonstrate such prejudice. Key factors such as the location of the Senior Management Team (SMT), line-management routes, the profile of individuals and the constraints of incorporation (due to take effect in April 1993) were considered in relation to the operation of a management model. The management model proposed was based on the perceptions of the participants and was viewed as an operational model rather than an organisational structure. The value of the research programme was found to be in its application to the area of staff development. Various staff development 'exercises' were proposed, based on the use of concept maps, repertory grids and information models.