1. Introduction
In this report, I am trying to introduce my role set through the analysis of a new strategy to make change happens in my institution. City of London College is an approved centre of different UK universities eg. University of Greenwich, Birmingham City University and University of Wales. We are running university programmes for overseas students. We have been in collaboration with UoG/Computing and Mathematics school since 2003 running a 1-year BSc (Hons) in Computing. Our student’s performance until 2007 was reasonable but since 2008 and up to now, student’s number is increasing but the performance is going down gradually. Other administration problems make the students and the partner university not happy from the service provided in the college. We all certain of the fact that there is a problem and we have to solve it very soon. My role is academic quality assurance in addition to teaching different subjects in the course.
Managing change is a very huge task especially when you are new to the institution. I have been working in my institution since 2009, any suggestion to do change needs a through planning and patience to get achieved. The first stage was to understand the work environment, the policy applicable, the key decision maker, and the individuals who have power to influence. The second stage which is much harder because I need to identify the problem. As there are different stakeholders including students, academic staff, administration staff, HE agencies, partner universities, I spent long time to identify the roots of the real problem. After a while, I have planned with the management to make a new strategy related to the need of applying high academic standards in the institution on the aim of ...
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...investigation by reading the course text, the course readings and other references covering how to manage change in Higher Education institutions. As a final conclusion, making change will be a very hard task if the key stakeholders are against it as the case in my institution.
Works Cited
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Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
The Complex Structure of Higher Education. The university is a complex organization. Baldridge, Curtis, Ecker and Riley (1982) found that colleges and universities have characteristics that distinguish them from private enterprises as well as other government organizations. They describe the higher education environment as one where resources allow individuals within the organization room to grow in different directions without the tight restraints seen in other types of environments. They go on to describe the role of the president and other university leaders as catalysts or facilitators rather than the “my way or the highway” mentality of some private CEOs. Baldridge et al. describe this environment as “organized anarchy” where this facilitation role, also described as collegial decision making, leads to an environment where decisions “happen” rather than are “made.” Politically, this environment tends to be mostly inactive with very fluid, fragmented participation. The president assumes the role as “first among equals”, a mediator between power blocs on campus. This is very different in all but a few private corporations.
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Marzano, R. J., & Brown, J. L. (2009). A handbook for the art and science of teaching. Alexandria, VA: Association for Supervision and Curriculum Development.
This essay aims to give an in-depth analysis of strategies by applying Kotter’s Eight Stage process framework on how change can be implemented successfully. It will further discuss reactions and resistance to the planned changes that one may encounter from staff and parents.
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This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
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Cohen, L. Manion, L. Morrison, K. and Wyse, D (2010) A guide to teaching practice. London: Routledge.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Marzano, R.J. (2007). The art and science of teaching. Alexandria, VA: Association for Supervision and Curriculum Development.
In this course I experienced an important change in my beliefs about teaching; I came to understand that there are many different theories and methods that can be tailored to suit the teacher and the needs of the student. The readings, especially those from Lyons, G., Ford, M., & Arthur-Kelly, M. (2011), Groundwater-Smith, S., Ewing, R., & Le Cornu, R. (2007), and Whitton, D., Barker, K., Nosworthy, M., Sinclair, C., Nanlohy, P. (2010), have helped me to understand this in particular. In composing my essay about teaching methods and other themes, my learning was solidified, my knowledge deepened by my research and my writing skills honed.