The effects of major change : a case study of an Australian university

Kamarudin, Mohd Fauzi and Starr, Karen 2012, The effects of major change : a case study of an Australian university, in Proceedings of the 5th World Universities Forum : Reinventing the university in a time of crisis, Common Ground Publishing, [Rhodes, Greece], pp. 1-12.

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Title The effects of major change : a case study of an Australian university
Author(s) Kamarudin, Mohd Fauzi
Starr, Karen
Conference name World Universities Forum (5th : 2012 : Rhodes, Greece)
Conference location Rhodes, Greece
Conference dates 8-10 Jan. 2012
Title of proceedings Proceedings of the 5th World Universities Forum : Reinventing the university in a time of crisis
Editor(s) [Unknown]
Publication date 2012
Start page 1
End page 12
Publisher Common Ground Publishing
Place of publication [Rhodes, Greece]
Keyword(s) organisational restructuring
leadership
higher education
Summary Organisational RestructuringLeading higher education organisational restructuring is not an easy task. It involves various degree of engagement, decision making and strategic alliances to make the change a success. Research has shown that organisational restructuring has impact on individuals of the organization and vice versa. Studies have shown that imposed change may create negative emotions such as fear of losing something important, anger and anxiety. On the contrary, planned change is accompanied by excitement and hope. Thus, the call for best practices in leading successful organizational change is greater than ever. Factors such as the fundamental characters and practices of higher education, as well as the presence of various human factors (academics and administrative) need to be taken into account. This paper presents the preliminary findings of a case study on organisational restructuring at a higher education institution in Australia. The restructuring in focus involves the amalgamation of two university faculties into one. This paper seeks to present the experiences and life accounts of faculty members with regards to leadership during the amalgamation process. Interviews were carried out with both the academic and administrative staff. Analysis of the interviews found a variation of views on leadership at different levels of the organisation, the emergence of leadership in times of crisis, the gap between the academics and administrative as well as the importance of organisational members to make the restructuring a success. The paper ends with useful suggestions for leaders and their role towards leading successful change in today’s complex higher education scenario.
Language eng
Field of Research 130304 Educational Administration, Management and Leadership
Socio Economic Objective 930401 Management and Leadership of Schools/Institutions
HERDC Research category E2 Full written paper - non-refereed / Abstract reviewed
Persistent URL http://hdl.handle.net/10536/DRO/DU:30043040

Document type: Conference Paper
Collections: School of Education
Higher Education Research Group
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