This volume describes the experiences of a number of middle managers in higher and further education, describing how new developments have demanded new forms of leadership at the middle level of educational institutions.

This collection, now in paperback, explores how universities are coping with the range of reforms and changes taking place across higher education today. Analyzing areas such as leadership, quality management, strategic thinking, collegiality and academic work, and from the perspective of different agents within higher education including students, academics and management, this book examines the various differences between reform attempts and the actual changes happening in universities.

Genuine effective school improvement requires leaders and teachers to be part of a broad-based, creative change system that focuses on generating improved teacher practices for enhancing student learning. This guide provides a step-by-step, systemic approach.

In Strategic Change in Colleges and Universities, the Rowley, Lujan, and Dolence show how the strategic planning process can lead to more constructive and effective change within the college and university environment. Solidly grounded in theory, this practical book builds on the authors' experience of successfully implementing an original strategic planning approach on a variety of campuses in the United States and Canada. This powerful model works well in the wide range of higher educational settings, provides a consistent framework that unifies all levels involved, and is effective in keeping diverse groups of decision-makers focused on the most important elements of the organization's success.The authors outline, step by step, a strategic planning process that is uniquely tailored to the needs of academic settings where multiple constituencies require a more collaborative planning approach than is used in corporations. Strategic Change in Colleges and Universities is filled with illustrative examples that clearly show how the authors' strategic planning principles, which they describe as a ?strategic planning engine,? work in practice. The book also discloses practical and realistic methods of navigating the political land mines that often obstruct the development of a strategic plan and its implementation. Offering clear directions on the many components of a successful implementation strategy, the authors show how to encourage communication, gain the backing of top leaders, and develop campuswide support. This collaborative model of strategic planning which (unlike other approaches used in academe) results in rather than starts from the institution's mission statement. Each campus applies the same principles, developing its own method of planning to match its institution's particular needs and characteristics.Strategic Change in Colleges and Universities is written for those charged with strategic planning--presidents, chancellors, vice presidents, Details a strategic planning approach that has proved effective in institutions across the country. The authors address the complex nature of stakeholders and conflicting purposes in an academic setting.

Through specific examples, qualitative research, and portraiture, the author illustrates how and why some schools are able to achieve significant, sustainable change while others cannot.

This nuts-and-bolts workbook is designed as a guide for members of strategic planning committees in higher education. The book is filled with information, tools, and visual material that complement the companion book Strategic Change in Colleges and Universities. This workbook offers a concise background to the strategic planning process and focuses on the ten critical steps of the process, from developing performance indicators through implementing, evaluating, and revising the strategic plan. Each section helps users work carefully and thoughtfully through the tasks of assembling, interpreting, and making decisions about critical information relating to the process.

Universities find themselves in dynamic change. They are confronted with growing expectations from their stakeholders, increasing international competition, and new technological challenges. Featuring insights and in-depth case studies from leading researchers and university decision makers from around the world, this book argues that institutions of higher education, in order to be successful, have to actively reflect on circumstances, visions, and strategies to master the future. Drawing from their experiences across a diverse array of institutions in Europe, Asia, and the Americas, the authors explore the pressures on today’s universities and the opportunities for excelling in the contest for resources. They discuss operational issues, such as strategic management, IT governance, leadership development, and entrepreneurial culture, and broader concerns, such as the roles and responsibilities of universities in promoting technology transfer and economic and social development. The result is a resource that not only reveals and analyzes universities from an organizational perspective, but presents best practice models and concrete inspiration for management and policymaking.

This book focuses on developing an understanding of the complex interplay of forces acting on individual universities and higher education systems to enable leaders and practitioners to take purposeful and strategic action. It explores the challenging landscape of higher education and the pressures that are reshaping the university as a societal institution, describing the complex interplay of technological, sociological, political and economic forces driving change. The issues analysed are global in scope, reflecting the diversity of contexts, but also the common nature of the challenges facing institutions individually and collectively. The analysis draws on the lessons learnt and evidence from over fifty organisational case studies undertaken by the author over the past decade, exploring organisational change in higher education institutions in New Zealand, Australia, the United States and the United Kingdom, and on his engagement as president of the ACODE organisation with colleagues responsible for learning technological change in Australasia. The book helps institutions respond to technological change purposefully, in ways that build upon a clear understanding of the complex nature of the existing institution, its students and the organisational context.

The curriculum is a live issue in universities across the world. Many stakeholders – governments, employers, professional and disciplinary groups and parents – express strong and often conflicting views about what higher education should achieve for its students. Many universities are reviewing their curricula at an institutional level, aware that they are in a competitive climate in which league tables encourage students to see themselves as consumers and the university as a product, or even a ‘brand’. The move has prompted renewed concern for some central educational questions, about both what is learnt and how. Strategic Curriculum Change explores the ways in which major universities across the world are reviewing their approaches to teaching and learning. It unites institution-level strategy with the underlying educational issues. The book is grounded in a major study of curriculum change in over twenty internationally-focused, research-intensive universities in the UK, US, Australia, The Netherlands, South Africa and Hong Kong. Chapters include: Achieving curriculum coherence: Curriculum design and delivery as social practice Assessment in curriculum change The whole-of-institution curriculum renewal undertaken by the University of Melbourne, 2005-2011 The physical and virtual environment for learning People and change: Academic work and leadership This book presents a theorised and contextualised approach to the study of the curriculum, and carries on much-needed research on the curriculum in higher education. It is an essential for the collection of all academics at university level, and those involved in policy making, quality assurance and enhancement.