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Managing the learning process to create a good leadership supervision model for Tambon Administration Organization (TAO) in Mueang Pran Buri District, Prachuap Khiri Khan Province

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  • Sorat Mongkonmafai

    (Department of Industrial Management, Faculty of Business Administration, Rajamangala University of Technology Rattanakosin, Wang Klai Kangwon Campus, Prachuap Khiri Khan Province, Thailand)

Abstract

This research aims to investigate how learning processes can be organized to create a model for effective leadership towards management. The study aims to compare the opinions of personnel in Wang Phong Sub-district Municipality regarding problems and obstacles in municipality administration and identify solutions to address these issues. The research methodology involved conducting in-depth interviews with key informants, and qualitative data analysis was used for data interpretation. The study's findings revealed that the former president of Wang Phong Sub-district Administrative Organization was a good leader who had a strong understanding of the principles of good governance and had effectively applied these principles in practice. Factors that contributed to the success of exemplary governance implementation included leadership, availability of resources and finances, and personnel numbers. Two important principles of good governance were identified: a system for awarding contests, and clear and transparent management principles for Sub-district Administrative Organizations. Key Words:Managing the learning process, a good leadership supervision model, Tambon Administration Organization

Suggested Citation

  • Sorat Mongkonmafai, 2023. "Managing the learning process to create a good leadership supervision model for Tambon Administration Organization (TAO) in Mueang Pran Buri District, Prachuap Khiri Khan Province," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 12(3), pages 179-185, April.
    • Handle: RePEc:rbs:ijbrss:v:12:y:2023:i:3:p:179-185
    DOI: 10.20525/ijrbs.v12i3.2464
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