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1.
William Locke 《Higher Education Quarterly》2007,61(1):83-102
Research evidence indicates that an unusually broad range of issues take on strategic significance in a merger and that organisational cultures are critical to the successful integration of staff, students and other stakeholders within a newly combined higher education institution (HEI). This study was based on two specialist higher education (HE) colleges seeking to expand through merger in order to meet the revised criteria for university status in England. It sought a better understanding of the similarities and differences between the management styles and organisational cultures of the two colleges and an assessment of the significance of these for the proposed merger. The main conclusion of the study was that management styles and initiatives needed to be mindful of the existing cultures and subcultures of the two colleges, otherwise there was a risk that the status and efficiency of the new HEI might be improved at the expense of its academic and scholarly development. 相似文献
2.
Gavin Morgan 《Educational Psychology in Practice》2016,32(2):133-144
This study investigates the effectiveness of a solution-focused approach to organisational change. Planning Alternative Tomorrows with Hope (PATH) is an intervention more commonly applied to individuals. In this study the intervention is used with groups of people working in educational organisations to help manage the change process. The approach allows group members to plan a way forward to manage change. Semi-structured interviews took place with six education officers involved in the interventions. The design of the research study follows an interpretative case-study model, and uses content analysis to identify key factors. Findings show the importance of PATH acting as a catalyst for change, giving a sense of immediacy, and allowing participants to shape their own future. For change to be sustained and be successful it cannot occur in isolation. Based on the conclusions of the research study, a number of issues for professional practice are discussed and considered. 相似文献
3.
Gwen van der Velden 《Higher Education Quarterly》2012,66(3):227-247
Driven by the growing presence of market forces within higher education worldwide, universities are changing the way they engage with students. This article explores how a university's internal culture relates to engagement with students and their views. It builds on wider research into student engagement and organisational cultures. The organisational cultures of two universities are mapped against a typology developed by McNay, which was extended by the author to include aspects of institutional engagement with students. It appears that corporate and bureaucratic institutional cultures that may respond well to external pressures on institutions (regulation, performance indicators, audits and policy pressure) are not conducive to engagement with student opinion. The stronger preference of students remains a collegial, partnership‐based approach for enhancement of the student experience. This study will be of interest to institutional managers, student (union) leaders, academics and practitioners who seek to improve the student experience through effective engagement with student views. 相似文献
4.
Leadership for Organisational Learning and Improved Student Outcomes—What Do We Know? 总被引：1，自引：0，他引：1
The Leadership for Organisational Learning and Student Outcomes (LOLSO) Research Project addresses the need to extend present understandings of school reform initiatives that aim to change school practices with the intention of supporting enhanced student learning. In this article results from LOLSO's teacher surveys ('teacher voice') and student surveys ('pupil voice') are organised around six of the project's major research questions: how is the concept of organisational learning (OL) defined in Australian secondary schools (teacher voice)? What leadership practices promote OL in schools (teacher voice)? What are some outcomes of schooling other than academic achievement (pupil voice)? What are the relationships between the non-academic and academic outcomes of schooling? Do school leadership and/or organisational learning contribute to student outcomes? What other factors contribute to student outcomes? The answers to these questions lead to four clear implications relating to distributive leadership, development, context, and a broader understanding of student outcomes. The answers also raise concerns about the current emphasis on transactional leadership, that is school leadership that overemphasises the managerial or strategic. 相似文献
5.
D.T. Gamage 《高等教育研究与发展》1992,11(2):175-190
This paper traces the theoretical perspective of organisational change and development and relate it to an Australian case study. It starts with a review of literature on various types of change, strategies, and processes of change advocated by different scholars and organisational experts. It is followed by another review of literature on organisational development and how organisational change and development could be related to institutional mergers in higher education. This theoretical analysis is followed by the results of a research project on the merger between the La Trobe University and the Lincoln Institute of Health Sciences in Melbourne. For the collection of data, a case study approach has been adopted employing mainly qualitative methodologies. Thus the results are based on an analysis of the archival material, interviews with key personnel in both institutions and the amalgamated institution as well as observations by the researcher. On the basis of what has been achieved within a period of two years, it has been concluded that the amalgamation has been a qualified success and has contributed towards change and development of the amalgamated university. 相似文献
6.
《Africa Education Review》2013,10(2):380-394
Abstract This article looks at how the application of the concept of a ‘learning organisation’ can be used at a specific organisation in South Africa to change the work performance of its employees. We do this by exploring different theories, models and definitions of organisational learning, learning organisation, organisational knowledge and knowledge management in the field, and against this background examine the perceptions of employees at a South African Organisation. The article underpins this approach by uniquely balancing conceptual rigour with practical experiences of employees at this institution. The view is taken that organisations are living systems that have the capacity to renew themselves by continuously reflecting on their practices and thereby create new knowledge, share and leverage it. Knowledge acquisition and sharing is closely linked to the core values of the organisation in order to achieve business competitiveness, set goals, efficiency, and overall strategic success. The purpose of this article is to understand how an organisation's training department could use the concept of a learning organisation within the South African context to sustain change. To achieve this objective we (the researchers) used a qualitative research paradigm. A phenomenological design presented the research with opportunities to analyse, interpret, and describe the perceptions, feelings and experiences of the participants at the organisation. Eight semi-structured individual interviews provided data for the purposes of this research. The data was analysed to identify categories, themes and sub-themes. The five main themes discussed are organisational learning, organisational culture, organisational change, globalisation and knowledge management and these were linked to the theory of learning organisations and were based on the findings. 相似文献
7.
Large urban school districts often struggle with hierarchy, fragmented processes and cultures whereby organisational silos between school and central office staff serve as a major barrier for reaching the desired strategic goals of improving student achievement. In addition, school district staff are undergoing change requiring leaders and staff in these organisations to adapt and build their capacity to support changing demands. However, little attention is paid to how to build the necessary systems and learning environments to support capacity building and leader development. This article reports on an action research study using mixed methods that reveal how central office leaders and school principals break down organisational silos to build a culture of learning using learning organisation principles. Using the Dimensions of the Learning Organization Questionnaire (DLOQ) short form, participants completed questions related to the school district's capacity for learning. Data from the survey and interviews outline key findings that illustrate how the learning organisation framework served as a model to create the organisational conditions and culture to enable support and cooperation for learning, capacity, change and improvement to occur. This action research case study is a look at one organisation's approach to addressing a gap in learning organisation research in the area of learning organisation interventions. In addition, it extends current research on schools as learning organisations with an example of data-informed change in one large school district in the southern United States. 相似文献
8.
Higher education around the world has been undergoing a period of rapid change. In order to cope with this complexity and turbulence, corporate management practices have been embraced. In many cases the experiment has been ill-conceived, laborious and even aborted. The reasons mooted for this range from 'scant relevant literature on universities' to 'their applicability to the public sector is largely untested' (Hughes & Sohler 1992). The thesis of this paper is that organisational effectiveness (OE) research has made considerable progress in empirically deriving a systematic framework of theoretical and practical utility. This research field is briefly summarised and an Australian higher education taxonomy grounded in the competing values framework is illustrated (Lysons 1990b, 1993). The emerging inter-organisational comparisons and profiles are discussed in relation to their importance as a diagnostic tool for strategic planning, organisational renewal and development. 相似文献
9.
Özlem Özkanlı Maria de Lourdes Machado Kate White Pat O'Connor Sarah Riordan Jenny Neale 《Tertiary Education and Management》2013,19(3):241-257
This paper reports on the second phase of a multi‐country study examining cross cultural perspectives of gender and management in Higher Education Institutions (HEIs). It examines the broader labour market context and legislative frameworks for higher education in each country and then analyses the literature on women in university management. The paper presents the findings of research with male and female senior managers about their perceptions of women as HEI managers within changing organisational and management structures. It concludes that although HEI’s are now largely aware of barriers to women getting into and on in senior management, they have not addressed the organisational structures and cultures that perpetuate this inequity. 相似文献
10.
Özkanlı Özlem de Lourdes Machado Maria White Kate O’Connor Pat Riordan Sarah Neale Jenny 《Tertiary Education and Management》2009,15(3):241-257
This paper reports on the second phase of a multi-country study examining cross cultural perspectives of gender and management in Higher Education Institutions (HEIs). It examines the broader labour market context and legislative frameworks for higher education in each country and then analyses the literature on women in university management. The paper presents the findings of research with male and female senior managers about their perceptions of women as HEI managers within changing organisational and management structures. It concludes that although HEI’s are now largely aware of barriers to women getting into and on in senior management, they have not addressed the organisational structures and cultures that perpetuate this inequity.
相似文献11.
Helen Brown 《Higher Education Quarterly》1992,46(2):174-190
The concept of the learning organisation is related to current and emerging practice in staff development, particularly in the Enterprise in Higher Education initiative. We examine the link between organisational development and individual development and argue that the current climate of rapid change makes a strategic and coherent approach particularly necessary. Key issues include the renegotiation of relationships between managers and professionals, the role of corporate strategy and the development of organisational cultures which are tolerant, but purposive. We conclude by describing the characteristics of staff development processes which have the capacity to enhance organisational learning. 相似文献
12.
Institutional leadership and management are two entirely different, yet intimately intertwined, aspects of the overall effective
functioning of a higher education institution (HEI). This paper is intended to (1) define and differentiate between the two
concepts, (2) critically discuss their importance and vital interdependence, (3) discuss circumstances that can create conflict
or compatibility between these concepts, (4) critically examine models of strategic planning and suggest a better approach
to this process, and (5) offer suggestions for the improvement of both leadership and management in the context of co-existence
within a redefined strategic planning environment. 相似文献
13.
Olav Eikeland 《Educational Action Research》2013,21(2):267-290
The purpose of this article is to present a specific approach to the practice of action research ‘in complex organisations’. Clearly, there are many approaches to the challenge of doing action research in organisations; approaches that are, and also must be, quite context dependent and specific. But my purpose is neither to give an overview nor a recommendation of how action research is or should be done in complex organisations by different schools of action researchers around the world. The approach I will present has grown through practical experience accumulated over many years with doing action research in many different Norwegian organisations with organisational change and development as the specific objective. I will limit myself to an outline of this Norwegian context, and to how I and others have worked specifically with organisational learning both practically and theoretically within or in relation to a broad Norwegian or Scandinavian approach to action research and organisation development represented by many individuals. 相似文献
14.
This article examines the relationship between school organisational climate and the school's preparedness to undertake restructuring
and improvement. Over the last two decades, much research into school improvement and effectiveness has indicated the importance
of school climate for a school's efforts to change. For school-level personnel, an understanding of the nature of the prevailing
climate would seem valuable in determining the school's willingness and capacity to embark on school improvement initiatives
and to evaluate the impact that such initiatives have on the nature of the school's climate. The research reported here was
conducted in three phases. The first phase involved the assessment of the prevailing organisational climate in 30 secondary
schools drawn from three State education systems in Australia. The second phase involved analysing and documenting the principles
and school-level process associated with the establishment of site-based management in the three State education systems.
The third phase sought teachers' perceptions about the impact of site-based management on school improvement planning, collaboration
and curriculum leadership, and classroom practices. The research indicated the existence of an important relationship between
organisational climate and the school's capacity to implement and sustain authentic site-based management. Where the prevailing
organisational climate is negative, tailored ‘front-end’ strategies designed to improve the climate might be undertaken prior
to the school embarking on substantial school improvement initiatives. Finally, assessing organisational climate can provide
information about a school's preparedness to undertake change, and a re-assessment of climate following a change initiative
can provide evaluative data about the extent of change within the school.
This revised version was published online in July 2006 with corrections to the Cover Date. 相似文献
15.
The aim of this paper is to assess and conceptualise the effects of new managerialism‐related organisational reforms in three Australian public universities on technical, administrative and clerical support staff job stressors and job satisfaction. Using a mixed method approach consisting of a quantitative core component and qualitative supplementary component it was found that six different types of stressors were evident: time, information; supervisory; work environment; staffing and pay; and career. Path analysis showed that these stressors were closely connected to reduced job satisfaction, which could be ameliorated by employee participation, improved communication and work‐related social support. However, the qualitative analysis suggested that the prevailing climate of managerialism was not conducive to such improvements. It is concluded that while appropriate human‐resource management strategies have the potential to prevent the worst consequences of change, there is some doubt about the ability of university managers, captured by new managerialism, to create and implement such an approach. 相似文献
16.
Y.L. Jack Lam 《School Leadership & Management》2013,33(4):439-452
The present study attempts to address three specific problems. First, amidst a large volume of literature on transformational leadership and its role on school operations in diverse domains, it hopes to identify its contribution to organisational learning. Second, as the intricate relationships that exist among leadership, structure and culture of the school are widely documented in the current literature, there is a need to determine the precise contribution transformational leadership makes to the collective search for adaptation strategies. Third, there is also a need to know whether the overt roles of transformational leadership in the context of organisational change is universal or culturally specific. Findings from schools in Hong Kong, Taiwan, Western Australia and Central Canada provided interesting generalised as well as specific patterns of leadership behaviours that shed light on the last question raised. 相似文献
17.
18.
This paper uses an auto‐ethnographic storytelling approach to connect an individual’s experience in leadership with the literature on women in leadership as a way of further exposing and understanding gendered organisational practices. Whilst the paper details only one women’s experience it was through the connection to the literature that most ‘sense making’ occurred and a realisation (on the part of one of the authors) that the experience was not unique or individualised but, rather, systematic of masculine, gendered, organisational cultures. The paper offers some ‘strategies for survival’ for other women who may find themselves in similar situations. It concludes with a call for programmes and strategies to bring about fundamental change. Although the setting is the higher education sector in Australia the paper’s findings and recommendations have much broader applicability. 相似文献
19.
Ian Kehoe 《Discourse: Studies in the Cultural Politics of Education》2015,36(1):106-119
This paper explores how performance culture could affect students' learning about, and disposition towards, acting as organisational change agents in schools. This is based on findings from an initiative aimed to enable students to experience acting as change agents on an aspect of the school's culture that concerned them. The initiative was informed by contemporary practice and concerns in the field of student voice, and worked with a systemic action research approach focused on organisational dynamics. This research found that students' understanding of, and disposition towards doing, organisational change, seemed to be affected by how their internalisation of performance culture mediated with their concern to maintain their organisational status. Based on the theory of organisational socialisation, it argues that this may lead to a learnt inhibition towards doing organisational change in students who struggle with their organisational status in schools. 相似文献
20.
Masako Hosaka 《European Journal of Engineering Education》2010,35(6):619-626
Based on the analysis of 16 interviews with women first-year master's students at two national engineering schools in Japan, this article examines the socialisation role of compulsory undergraduate research experience in Japanese women's decisions to pursue graduate education and choices of the programme. The findings suggest that research experiences in a small independent research unit within the major department convinced Japanese women engineering students of their academic and social success as graduate students in the current environment. Although participants generally adapted themselves to the research unit through their research, there is a variation in the degree to which they were smoothly integrated into the research unit, reflecting organisational and individual differences. 相似文献