07. Pan-Commonwealth Forum 7 (PCF7), 2013
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Browsing 07. Pan-Commonwealth Forum 7 (PCF7), 2013 by Subject "Change Management"
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PublicationCoaching for Change Management and Institutional Development: The Case of the Programme Delivery Department in The University of the West Indies, Open Campus( 2013-11)This study explores the use of informal coaching techniques to inspire and drive change to institutionalise an ODL departmental culture of excellence aimed at long-term organizational benefits. Qualitative methods were used in data gathering and analysis (inclusive of critical reflexivity), which allowed further opportunities to reflect on practice and discern meaning and clarity. // Paper ID: 223 -
PublicationInstitutional Capacity to Manage and Drive Change: A Case Study of Mombasa Technical Training Institute( 2013-11)The objective of this study was to identify the changes that have taken place in Mombasa Technical Training Institute since the introduction of FaB; the changes include the resources invested in institutional development, e.g. governance structures, infrastructure, quality systems, staff development and leadership. It further identifies the effects of such changes to the teachers, learners and the entire community in and outside the institution. The study recognizes institutional development as a strategy for managing and driving change. The study also recognizes change as a journey, not a blue print hence the need to take one step at a time. The study realises that an organization needs to bring about change in both bottom-up and top-down approaches, to this end physical change must be accompanied by change in attitude and mind set of all concerned stakeholders. // Change in the way teaching and learning takes place, the way courses are structured, organisational structure, type of students before and after the introduction of FaB approaches are discussed. How educational media and appropriate technology is being used to bring change and make the Institution more flexible and responsive to the needs of the local community is explained in the study. // The study realises that Organizational change is a structured approach in management for ensuring smooth and successful implementation of the desired outcomes. In the modern business environment, organizations face rapid change like never before. Globalization and the constant advancement of technology result in a constantly evolving operational environment. The recommendations of a survey carried out in Kenya on possible intervention mechanisms through TVET have also been examined. Information gathered and the recommendations thereof are expected to go a long way in helping the Institute develop complete and efficient intervention programs that will address the local and national problems especially that of unemployment. // The recommendations of a survey carried out in the institution by COL consultants have also been examined to identify the Institutional capacity to drive and manage change. // Paper ID: 112
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PublicationLeading Organizational Change for Distance Learning at the Unviersity of Technology, Jamaica( 2013-08)This paper provides a conceptual framework for reviewing the institutional development experiences arising from the implementation of the comprehensive distance learning strategy, through the lens of an organizational change management model known as the Mckinsey 7-S Framework. The framework highlights the significant impact of seven interdependent elements: structure, systems, staff, skills, strategy, style and shared values/goals, which must be aligned and mutually reinforced to ensure the achievement of the intended objectives. // In tracking the change experiences and key accountability processes in introducing technology-mediated delivery systems as part of core business of the University, this paper also shares valuable insights regarding the importance of ensuring clarity of purpose and realistic expectations among stakeholders. // Paper ID: 467
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PublicationQuality Education to Underprivileged through Change Management in Open Distance Learning(ODL) within Dual Mode University: A Story of School of Open Learning (SOL), University of Delhi (DU)( 2013-11)SOL was established in 1962 as India’s first effective ODL initiative to impart inclusive and cost effective quality higher education within a dual mode institutional framework of Delhi University. The paper, as SOL’s case study, is significant due to institution’s crucial position within India’s public policies that aim to augment existing enrolment rate in higher education from 18% to 30% in 2020. Almost 400,000 students (reflecting ‘demographic dividend’ in itself) choose to enroll at SOL to study in India’s best university. We examine the implementation of institutional development at SOL that entails a paradigm shift marked by change management and e-governance, which will help other countries facing similar issues. We explain how correspondence mode facing governance challenges, is being converted into Information & Communication Technology (ICT) based teaching-learning systems. Although statutory framework in DU establishes academic architectures for quality education under ODL, it is at implementation level that ODL is crammed between institutional neglect and attitudinal apathy from the top and lack of responsive administration and resistance to change at the bottom. Due to limited intake in ‘conventional system’ and issues relating academic quality flooding the ‘open universities’, students prefer ODL under dual mode universities. It has been learnt that for change inducement in a government organization, appropriate technical interventions must be introduced incrementally, monitored effectively and diffused systematically upto pyramid’s base. An effective delivery of knowledge and skills through multiple methods like radio network, mobile telephones, interactive website, self-learning material and face-to-face teaching-learning offer a pedagogical enabling environment. The challenges addressed in institution building are not only concerned with transforming manual systems into ICT enabled processes, but also in deepening work-culture along with ensuring routine that is responsive towards marginalized students and facilitates learning environment in an organization otherwise overloaded with inherited bottlenecks. Improving institutional governance by ensuring instant student support services, ICT based learning processes and grievance redress mechanism has resulted, both qualitatively & quantitatively, into positive externalities. The story of SOL intends to define futuristic business processes within ODL by way of reforms, focused on professional ethics, through motivation, team building, leadership training and translating quality agendas into action. Notably, change management concerns more with governance than technology. It is about designing an integrated strategy, initiating major transformation and empowering the underprivileged through ODL. Participatory governance, that weaves together administrative, academic and technical components, within a dual mode framework, is the way-forward for convergence based quality education. // Paper ID: 99