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1.
Abstract

The turbulence confronting educational Institutions In the United Kingdom has led to the suggestion that any attempt to respond using established management principles and processes is likely to be dysfunctional. Total quality management (TQM) has been advanced as a strategy that will enable educational institutions adapt to the greater market orientation and transform them into learning organisations. The paper identifies the key principles of TQM, critically reviewing the literature that examines their application in education and focusing on the post‐compulsory sector. Secondly, selected linkages between the key principles and other approaches to the study of organisational behaviour, including aspects of open systems theory, leadership, teamworking, training and staff development, and organisational culture, are examined. The concept of the learning organisation is outlined and its relationship with TQM examined. The paper concludes that TQM treats organisational change issues in educational institutions and the concept of the learning organisation as unproblematic, Ignoring Issues of power, authority, resistance to change and double‐loop learning.  相似文献   

2.
It is proposed from this study that engaging productively with others to achieve change has never been more critical in educational environments, such as universities. Via semi-structured interviews with a cohort of senior leaders from one Australian university, this paper explores their perceptions of the key issues and challenges facing them in their work. The study found that the most significant challenges centred around the need for strategic leadership, flexibility, creativity and change-capability; responding to competing tensions and remaining relevant; maintaining academic quality; and managing fiscal and people resources. Sound interpersonal engagement, particularly in terms of change leadership capability, was found to be critical to meeting the key challenges identified by most participants. In light of the findings from the sample studied some tentative implications for leadership and leadership development in university environments are proposed, along with suggestions for further empirical exploration.  相似文献   

3.
Technology affects education through teaching, research, desktop publishing, rapid communication, management decision‐making and administration, to mention but a few impacts. In this paper the author discusses the ways in which the Computing Policy Committee at the University of Tasmania has sought to introduce technological change in a rapid and controlled manner over the last five years. The paper also discusses future developments in information technology and its likely impact on tertiary institutions in the coming decade.  相似文献   

4.
Tertiary education in Papua New Guinea (PNG) is in a critical state, as the sector struggles to address increased demand for student places with severely curtailed capacity. Recent thinking about improving public services in PNG has emphasized “whole of sector” or collaborative governance. Such an approach in tertiary education has the potential to improve the sector’s outcomes within its existing resource constraints. This exploratory paper examines the challenges involved in applying a deliberate collaborative governance approach to tertiary education in PNG. In particular, two theoretical models of collaborative governance are employed to gain insight into possible issues through the consideration of four main criteria: power, incentives, history, and leadership. The paper shows that the challenges to introducing collaborative governance to PNG tertiary education are substantive, and that any effective effort will require committed leadership and a carefully measured strategy that acknowledges the country’s particular circumstances.  相似文献   

5.
The current business landscape has created the impetus to develop management graduates with capabilities that foster responsible leadership and sustainability. Through the lens of Gitsham's 3C Model (Complexity, Context and Connection) of graduate capabilities, this paper discusses the experience of implementing the United Nations Principles for Responsible Management Education (UNPRME) at the Graduate School of Management, La Trobe University Australia. The case highlights that universities should use both a top-down and bottom-up approach, engaging students in the implementation process. The analysis also shows that educational institutions face similar challenges to business organizations in terms of resource limitations, inertia and resistance to change. While significant inroads have been made at the course and discipline level, more work needs to be done. The use of the UNPRME as a guide for delivering sustainability-focused management education has provided an opportunity to structure the change process and to provide support through partnerships.  相似文献   

6.
Advances in information and communication technology are changing organisations, including those in educational settings. Old practices are being altered, and new practices, spaces and possibilities created. The changes are such that it is timely to consider whether our current leadership conceptions remain useful. In non‐educational sectors there is an emerging body of opinion and empirical research that is focusing on what is termed “e‐leadership”. Whilst e‐leadership is a recently constructed concept, with considerable conceptual ambiguity, there are significant differences in leading technology‐mediated environments. These environments appear to place greater emphasis on the ability of leaders to cope with paradoxes and dilemmas and the associated behavioural complexity, to communicate with team members and establish an appropriate social climate and to be able to convey exemplary interpersonal skills through the associated technology. There is a greater emphasis on dispersed leadership. In some situations, such as anonymous groups, formal leadership may be detrimental to group performance. More research is needed, but even at the early stage of the development of e‐leadership it is clear that leadership in technology‐mediated environments needs to be carefully considered. As more examples of these environments are developed in educational settings, e­‐leadership will become an important part of our view of educational leadership.  相似文献   

7.
将现代教育技术应用到高等院校的教育中,促进高等教育发展,指导高等院校的自身建设。现代教育技术的创新发展不仅是实现教育进步的关键,也是实现社会更好发展的核心问题。就高校教育现状指出当前我国高校在教学中对现代技术应用的过程中存在的一些问题,并提出相应的解决措施,为以后的高校教育技术不断创新提出一些观点和建议,以供参考。  相似文献   

8.
At a time when higher education is being pushed not only to increase efficiencies to provide greater value and to innovate to meet new global challenges, processes of accountability and accreditation to demonstrate quality may be leading to conformance and a one-size-fitsall model of what institutions and programs should be. Further, in the public marketplace, rankings are increasingly viewed as key quality indicators not only for students and their parents in making educational choices, but to administrators who perceive these as important for their institutions’ futures and funding. The influence of markets and accountability policy as increasingly major drivers of change impacting the field of educational technology are reviewed from historical and current perspectives. Leadership roles that the Association for Educational Communications and Technology (AECT) and its members might develop in response to these expanding pressures are proposed which may lead to higher visibility for the field, greater policy advocacy, and new research agendas. In particular, the issues of quality assessments and visibility are viewed for ensuring higher education programs in the educational technology field continue to provide excellence and value to future professionals.  相似文献   

9.
以计算机和互联网为代表的信息通讯技术已经深刻地改变了人们的生活方式和交流方式,也因此,21世纪给世界各地传统学校和传统教育体制带来的是机遇与挑战并存的发展前景。在这样的背景下,杭州师范大学、美国肯恩大学和浙江大学教育学院联合举办了第11届西博会“21世纪学习”国际论坛,论坛邀请了21位国际教育技术专家和6位国内教育技术专家,共做了26场报告。报告的主题包括五大方面：（1）信息通讯技术（ICT）在中小学校中的应用;（2）虚拟现实技术在课堂上的应用;（3）电子化学习;（4）移动学习;（5）ICT相关的教师培训。所有报告或多或少都涉及到了技术创新、教育领导力以及学习变革等话题。  相似文献   

10.
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11.
The adoption of information and communications technologies (ICT) is a catalyst for innovation and evaluation of teaching, and are driving many tertiary institutions towards a reconsideration of the nature of quality learning. While the technology of online delivery receives most attention, it is arguably the management of teaching and learning that requires new approaches. Universities which have been engaged in traditional forms of distance education are considering how best to integrate communications technologies that offer alternative forms of course delivery, communication, flexible pedagogies and new roles for teachers and learners. Institutional change issues are also linked to ICT adoption: developing students' generic skills, fostering lifelong learning and catering for greater flexibility in delivery of educational services is now core business in tertiary institutions across Australia. This paper argues that such changes require tertiary teaching staff to adopt a different mindset, that of facilitating and supporting learning while assuming new roles as managers, motivators, mentors and mediators of learning. The rationale for each of these roles within Web-based learning environments is presented within a constructivist framework, which affirms and extends good teaching practice. In addition to highlighting aspects of teaching and learning that are supported and transformed by constructivist, Web-based delivery, this paper proposes that professional development is essentially about establishing partnerships for renewal of teaching values, and that staff developers need to learn the craft of supporting change at various levels: at the individual level, at the course and unit level and at the institutional level through systemic contextualized affirmation of constructivist values. Professional development for adoption of Web-based teaching requires multi-dimensional thinking. Rather than acting as a driver of top-down change, effective staff development is participatory and supportive, seeking action research partnerships where more profound changes in teacher conceptions of learning must take place before online pedagogies become part of tertiary teaching culture.  相似文献   

12.
It is broadly acknowledged that leaders in the twenty-first century are required to navigate an increasingly complex landscape and that the types of challenges individuals and organisations face in the knowledge era require the capacity to adapt and respond to continual fluctuations and change. Outcomes from previous leadership research, combined with the perspectives of colleagues and observation over the past decade, prompted concern that leadership in higher education (HE) institutions was, in the main, not demonstrating the level of readiness or capability to effectively respond to the challenges embodied in the transition to the knowledge era. In seeking to establish how well founded this concern was, this study, supported by a Peter Karmel International Travel Grant, investigated leadership development thinking, programmes and practices within the HE sector in the United States of America and the United Kingdom, and explored how this applies within the Australian context. A number of themes emerged that support the idea that the work of leadership will ideally be based on relationships rather than the ‘command and control’ models of the past and on distributed leadership processes and practices throughout the organisation.  相似文献   

13.
Transforming the College through Technology: A Change of Culture   总被引：1，自引：0，他引：1  
In this article we address the implementation of sustainable technological change among the faculty, staff, and students in the College of Education and Human Services at a mid-western urban institution. We examine cultural factors common to institutions of higher education and then describe particular planning and implementation processes employed at one institution to move faculty and staff from a state of minimal technology use to one of substantial technological competence over a period of years. The process turns out to be robust and stable despite growth over time. We conclude with recommendations for other educational institutions facing similar needs for cultural change in the use of technology. James A. McLoughlin has been Dean of the College of Education and Human Services at Cleveland State University since 1995 and Interim Provost from 2000 to 2001; he received his Ph.D. in Special Education from the University of Arizona. Lih-Ching Chen Wang is a Fulbright Scholar. She is currently an Associate Professor of Education in the Department of Curriculum and Foundations at Cleveland State University. Her work focuses on the integration of technology into teacher education. She holds a Ph.D. in Instructional Technology from Kent State University. William A. Beasley is a Professor of Education who specializes in Educational Technology and runs the Center for Teaching Excellence at Cleveland State University. He holds an Ed. D. in Gifted Education from the University of Georgia.  相似文献   

14.
ABSTRACT:  This article argues for a new theoretical paradigm for the analysis of change in educational institutions that is able to deal with such issues as readiness for change, transformational change and the failure of change strategies. Punctuated equilibrium (Tushman and Romanelli, 1985) is a theory which has wide application. It envisages long-term change as being made up of a succession of long periods of relative stability interspersed by brief periods of rapid profound change. In the periods of stability only relatively small incremental changes are possible. The periods of transformational change may be triggered by external or internal influences. A recent study of the long-term process of internationalisation in higher education institutions shows evidence to support the theory: long periods of incremental change, events precipitating profound change and the failure of externally imposed attempts to change. Also, as the theory predicts, changes in collegial organisations are slower and more uncertain than changes in managed organisations.  相似文献   

15.
This paper discusses four issues emerging from the papers that make up the special edition. These are considered key issues as researchers further investigate the influence of societal culture on educational administration and leadership. The four selected issues target the definition of societal culture; possible relationships between organizational culture, personality and societal culture; the interface between school leadership, educational policy and societal culture; and some of the limitations of Hofstede's framework for guiding the study of cultural influence in educational administration. Each of the issues revolves around the concept of societal culture and its application as an explanatory and analytic device in the field of educational administration and leadership.  相似文献   

16.
The aim of this paper is to contribute to a long‐standing critical tradition in the educational leadership literature through an analytical examination of the idiosyncrasies of leadership in Higher Education institutions (based on the UK example). It applies a postmodern way of thinking to the educational leadership phenomenon to problematise and challenge the traditional views on the trajectories of power in Higher Education institutions, utilising Foucault’s key theoretical units of discipline, governmentality and biopolitics as a toolbox for dissecting the implications of neoliberal ideology on the leadership praxes. Significantly, the paper demonstrates how the engagement with Foucault’s three modes of objectification—dividing practices, scientific classification and self‐subjection—can expose the ways, in which the roles of educational leaders become re‐configured into economic‐rational individuals or subjects, who are compliant with the imposed requisites of the government’s neoliberal agendas. The paper concludes that Foucault’s theoretical perspectives could be used as a methodological template for a deeper critical analysis of leadership practices, equipping academics with additional tools for critiquing the existing boundaries of neoliberalism and intervening in the transformation of the social order by undertaking an investigation into the practices of governmentality, as suggested by Foucault.  相似文献   

17.
This paper presents the findings from an evaluation research project undertaken by Henley Management College in 2006. This project followed an earlier research study that focused on identifying the leadership development needs for leaders of small and medium sized-enterprises (SMEs) in the UK, developed a leadership development model and made recommendations for a leadership development programme. The principle challenges facing the SME organisations overwhelmingly concerned leading change in their organisation. Their personal challenges concerned implementing change initiatives, communicating these and motivating the people in their organisation. In consideration of the challenges identified, one of the key recommendations was to pilot an action learning programme and evaluate the effectiveness of action learning to develop leadership skills in SME leaders. Henley Management College then conducted a research project to evaluate the pilot programme. This pilot consisted of three learning sets, run in three geographical areas in the UK and facilitated using three very different styles. Following the pilot programme, there were several wider reviews by academics, advisors and representatives of relevant government boards. This has since resulted in a significant programme of action learning for SME leadership development being implemented. This paper provides an overview of the relevant literature and research methodology and then presents the evaluation results from the pilot programme. The dominant theme was that action learning does indeed deliver significant business benefits and provides a real opportunity for SME leaders to develop their leadership skills.  相似文献   

18.
Many organizations in recent times have changed their working culture to embrace such ideas as group working and self-management teams. As such, the introduction of GroupWare technology into an organization, either business or educational, should be considered carefully. In addition, both in the business world and academia there is some confusion as to what exactly constitutes a GroupWare product. Furthermore, not only must technological requirements be considered but also social and cultural aspects. As a result, introducing GroupWare technologies into the educational environment may enhance group working, but due care and attention must be given when introducing such technology. In order to comprehend the technology it is a prerequisite that both business organisations and academic institutions understand the social and cultural aspects of introducing group working into their establishment.  相似文献   

19.
Higher education institutions are increasingly recognizing the importance of organizational change as they face complex challenges. Leadership learning has been identified as an important way of supporting change management. We describe a leadership learning arrangement that arose in the context of two of the authors needing to learn how to become effective university chairpersons of departments. This involved the other author, an expert in educational leadership as a theory broker, who brought theory to the learning arrangement and mediated it. We wish to show how the learning arrangement supports the theory-to-practice connection and personal authoring of leadership for all involved.  相似文献   

20.
Australia’s higher education policy settings have signalled a shift towards marketisation. As a consequence, Australian universities have become increasingly competitive, and as they seek to compete for students in higher education markets, they begin to resemble commercial organisations. This article examines the challenges confronting the leadership team at one of Australia’s fastest growing universities, Australian Catholic University. Specifically, it seeks to address the development of systems to better service future students in an environment where the University is not aware or accepting of the need for change.  相似文献   

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