This article reports on an examination of the distinctive second-generation challenges and opportunities faced by an early institutional adopter of the Boyer model of scholarship. Following the first cohort of faculty to be reviewed for tenure and promotion based on these criteria, we report the results of a survey designed to determine the…

While educational development has long been aligned with organizational development in the literature (Berquist & Phillips, 1975; Gaffe, 1975), in practice this link has faded with time. Schroeder (2011) has recently asserted that given the broad-based changes in teaching and learning that are taking place at universities, it is important that…

This chapter describes organizational structures and processes at the institutional and project levels for the development and support of distance learning initiatives. It addresses environmental and stakeholder issues and explores principles and strategies of effective leadership for change creation and management.

The research and development in Europe of new educational technologies and methodologies is in continuous progress. We are not, however, seeing at the same time an equally wide diffusion of these technologies and methodologies in organizational contexts (Blain, 2011). In short, there is a quite marked difference between the speed with which…

In this paper, the author explains how homeschooling came to life in America, describing the forces that pushed it from the margins of acceptability to the center of the national political and social stage and to near normalization within the educational industry. The focus is on exploring the origins of homeschooling by exposing its intellectual…

Informal learning takes place in the workplace through connection and collaboration mediated by Web 2.0 applications. However, little research has yet been published that explores informal learning and how to integrate it with workplace training. We aim to address this research gap by developing a conceptual Web 2.0-based workplace learning and…

This article examines teacher leader role development and definition by looking at one emergent model of distributed leadership: the hybrid teacher leader (HTL). HTLs are teachers whose official schedule includes both teaching K-12 students and leading teachers in some capacity. Participants included six HTLs across four school districts over 2…

In this article, we review research from the organizational sciences to develop lessons for educators and policy makers. The approach is an integrative review of the literature. We employ a comprehensive process to unpack and make sense of the turnaround literature from the organizational sciences. We rely on strategies appropriate for document…

The concept of synergistics is presented as a model for organizational behavior. The writer contends that, within a systems approach to education, utilizing the idea of synergistics, which capitalizes on human resources as an input to the system, dramatic changes in education can take place. (Author/DN)

New organizational arrangements are required to solve the problems confronting a rapidly changing society. A dynamic, ongoing organization responsive to the requirements of this new era can be designed from a systems approach in terms of inputs, conversion process, and outputs. (Author/DN)

Indicates the existence of a new field of research that appears to have exceptional possibilities for application to educational problems and to be startlingly integrative in its implications, making it possible to perceive educational institutions as unified learning systems in which management and teaching/learning styles are fundamentally…

Distinguishes between developmental work to bring about change according to a specific organizational theory or organizational development in schools and developmental work based on a rationalistic view of school as an organization or developing schools as organizations. Notes that only the latter can foster real school development. (SB)

This case study describes and critically evaluates two contrasting models of quality management that have been used to support organizational development within De Montfort University, the United Kingdom, during periods of major internal and external change. These models are audited self-evaluation within a developed management structure, a…

This chapter uses the conceptual framework of a learning organization to make a case for how a theory might enrich organizational practice in the field of higher education.

Points out that change in English departments will have the best chance if it comes through explicit analytic and goal- and strategy-mapping efforts; through open and sympathetic acknowledgment of anxieties, fears, and objections; and through the greatest possible clarification of misperceptions. Describes several models of change. (EL)