แนวทางการเจรจาต่อรองของผู้บริหารโรงเรียนในสหวิทยาเขตบ้านบ่อ สำนักงานเขตพื้นที่การศึกษาประถมศึกษาสมุทรสาคร

Abstract

The purposes of this independent study were to determine 1) the negotiation of school administrator in Ban Bo consortium. 2) the promotional and developmental guideline for negotiation of school administrator in Ban Bo consortium. The population used for this study were 10 schools in consortium, in each school there were 4 respondents; school administrator, representative teacher in school board, head subject department and teacher. Totally 40 respondents. Respondent was used as the unit of analysis. The instrument used for this study were 1) a negotiation questionnaire based on the result of Sukhon Maneerat’s research and 2) an open-ended questionnaire for promotional and developmental guideline for negotiation. The data were analyzed by frequency, percentage, arithmetic mean, standard deviation, and content analysis. The finding of this study were as follows:

1. The negotiation guideline of school administrator in Ban Bo consortium in overall aspects at the high level. Ranking from the highest arithmetic means to the lowest were; characteristics of the negotiator, negotiation planning, negotiation communication and negotiation strategies. And two aspects at the middle-level; effectiveness negotiation and relationship negotiation.
2. The guidelines to promote and develop the negotiation of school administrator in Ban Bo consortium found that. In the negotiation strategies, the negotiator had some beneficial alternatives. Adopt conflicts to agreements. In the negotiation planning, has promoted a positive person, thinking positively, interested in negotiation issues. And developed planning in every negotiation. promoted to get the others opinions, looking at the interests of the public. Taking into the needs of negotiators. In the characteristics of the negotiator, has to promote relationships and planning the negotiating techniques. In the relationship negotiation, the negotiator had known giving and receiving. And in the effectiveness negotiation, having negotiate between higher and lower ranks. Delegating negotiations to the suitable person.