Uncomfortable Convergence: Questions We May Dare to Ask

Summerville, Martha Wence

doi:10.1177/1523422305277170

Cited by 8 publications

(6 citation statements)

References 13 publications

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“…Leadership before and during the change process is indispensable. In academe, a transformational approach to leadership seems essential, yet there appear to be times when the approach must be more transactional in setting standards or parameters for the developing process (the UK case and the Preface by Summerville, 2005 [this issue]). 4.…”

Section: Implications For University Leaders Organization Developmenmentioning

confidence: 99%

Organization Development and Change in Universities: Implications for Research and Practice

Torraco

Hoover

2005

Advances in Developing Human Resources

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The problem and the solution. This article will summarize what is known about the use of organization development (OD) in universities based on the foregoing cases. The following questions will be addressed: What lessons have been learned about OD in universities? Why have some change strategies been successful in developing organizational capabilities, particularly the ability of university personnel to identify and solve their own work-related problems? What does the examination of these cases contribute to the tools and methods available to OD professionals and consultants?

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Section: Implications For University Leaders Organization Developmenmentioning

confidence: 99%

Organization Development and Change in Universities: Implications for Research and Practice

Torraco

Hoover

2005

Advances in Developing Human Resources

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“…These higher education institutions are managed and operated like a business, one that competes for the best students. In this case, customers are students and faculty (Abouchedid and Nasser, 2002;Chieh, 2009;DeShields et al, 2005;Sturm, 2005;Summerville, 2005).…”

Section: Introductionmentioning

confidence: 99%

Leadership, empowerment and customer satisfaction in teaching institutions

Arif

Ilyas

2011

The TQM Journal

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Purpose -By studying the leadership role of management and faculty in a Pakistani University to find out gaps in the delivery of technology integrated services in enrolment and advisory capacity offered at the beginning of every new term at the University of Central Punjab in Lahore, Pakistan, this paper seeks to find the impact of the process of service delivery on customer loyalty and positive word of mouth, the key objectives for attaining quality. Design/methodology/approach -A mixed methods approach, comprising survey and interviews were used to investigate customer satisfaction. Factorial analysis and SEM modeling was applied to quantitative data, whereas coding and interpretive analysis were used for qualitative data. Findings -The results highlight the differences in leadership style adopted by management and faculty. The SEM model suggests that, as long as students lack autonomy and perceive a lack of empowerment of faculty, their satisfaction with the enrolment and advisory services will be affected negatively and will result in negative outcomes on word of mouth.Research limitations/implications -The small sample and contextual nature of study limit the scope of generalization. However, the analysis contributes toward improving the leadership approach of Pakistani management and faculty at private universities. Originality/value -The study identifies the challenges faced by the management in providing customer satisfaction with the services by approaching the problem from a different angle, i.e. leaders' use of their cognitive resources and their relationship focusing on customer satisfaction. It extends the research literature on leadership styles as being applicable to student services available.

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“…Additionally, government funding has been slashed around much of the world, owing to the economic pressures of various economic downturns and crises during the 21 st century. This has forced universities to pivot from being egalitarian institutes of knowledge transfer to lean business machines that compete for enrolments through multi-million-dollar marketing and advertising campaigns (Summerville, 2005). Regardless of whether universities are privately or publicly funded, it is becoming increasingly obvious that the universities that demonstrate models of efficiency will get better traction and credibility with policymakers, the public and private funders (Dickeson, 2004).…”

Section: Financial Pressures On the Higher Education Sectormentioning

confidence: 99%

Performance through the lens of evaluation: How to stretch evaluative thinking with strategic decision-making tools

Harris

Alderman

2022

Evaluation Journal of Australasia

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Australian higher education continues to be plagued with decreases in funding and increases in regulation. This is leading to a reality within many universities where quality alone is not enough to consider academic programs viable and sustainable. Today, universities compete fiercely for students, as increasing or retaining market share is required to remain financially sound. Universities usually make these difficult decisions through an analysis of internal student data as a metric of performance. Factors such as declining student enrolments, high attrition rates, low progression rates and poor student feedback would typically strike university executives as alarming; however, this is often not the full picture. This process can often become political and not grounded in evidence-based informed decision-making, as strategic decision-making to reduce academic programs may have direct impact on academic employment. Moreover, these analyses often lack independent evaluation and consideration of the broader environment. This can lead to tensions between faculty and university administration, which may lead to political outcomes guided by passionate academic debate rather than strategic evidence-based decision-making. This theoretical article outlines how an internal evaluation team can contribute to this exercise to stretch evaluative thinking by applying a range of strategic decision-making tools to evaluate academic program performance.

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Uncomfortable Convergence: Questions We May Dare to Ask

Cited by 8 publications

References 13 publications

Organization Development and Change in Universities: Implications for Research and Practice

Organization Development and Change in Universities: Implications for Research and Practice

Leadership, empowerment and customer satisfaction in teaching institutions

Performance through the lens of evaluation: How to stretch evaluative thinking with strategic decision-making tools

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