This article aims to examine the relationship between ambidextrous organisational cultures and ambidextrous learning by higher education institutions, and to scrutinise how the ambidextrous leadership and knowledge of these institutions relate to their ambidextrous cultures. Survey data from 474 university administrators within the Gulf…

The study investigated the university staff's perception on deregulation of higher education in Nigeria. Descriptive research of the survey type was used for the study. The population comprised all the university staff of universities in Ekiti and Ondo states, Nigeria. Simple random sampling technique was used to select 700 academic and…

Following our "Call for evidence of sector-leading and innovative practice in advancing equality and diversity" (HEFCE Circular letter 16/2016), HEFCE commissioned the Equality Challenge Unit (ECU) to report back on the range of equality and diversity practice undertaken across the higher education sector. Of 120 submissions received,…

Many institutions have difficulties in resolving complaints and grievances and other types of dispute speedily and economically. Lapses still occur in following procedures; disputes frequently grow more complicated than they were at the start; they drag on; they waste the time of administrators and those involved, even ending sometimes in an…

Purpose: This paper aims to report on how an Administrative Division at a research-intensive Australian university utilised feedback data from the Learning and Growth Survey, to initiate changes. Design/methodology/approach: This paper refers to the actions taken by the Administrative Division to the results obtained from the Learning and Growth…

This handbook is designed to help university and college managers in their planning, delivery, and evaluation of staff development. The chapters are: (1) "Staff Development: What Is It, and How Has It Evolved?"; (2) "The Manager's Role in and Responsibilities for Staff Development"; (3) "The Organization of Staff Development in Departments"; (4)…

Four general planning approaches are identified: disjointed, adaptive, strategic, and comprehensive. Interaction between level of planning complexity and source of motivation is explored, and implications for decision makers are discussed. (Author/MLW)

When the state of Virginia developed a new performance evaluation form to be applied to all state classified personnel, Radford University had to respond to this call for training. Faculty members and university staff members collaborated with the personnel office in designing and implementing training in performance evaluation. (MLW)

As college administration requires a more professional approach and administrator evaluation plays a real part in administrator development, the staff evaluation seminar model is proposed to improve performance appraisal. Peer and subordinate evaluation and third-person intervention are key elements in the evaluative process. (MSE)

To succeed in recruiting development officers, colleges and universities must use more aggressive methods to reach alumni, people with ties to the campus, and local business people; expand their selection criteria, perhaps including candidates with little or no experience; streamline the hiring process; and train new professionals. (MSE)

Positive management techniques yield great benefits in areas such as group effectiveness, problem solving, and staff commitment. Some qualities for a positive environment are defined. The management retreat process at the University of Alabama at Birmingham is described. (Author/MLW)

A discussion of college and university evaluation efforts of their leadership development programs looks at a variety of ways in which institutions assess programming needs, leadership styles and skills, program design, leadership development results, and overall institutional impact of leadership programming. (MSE)

The Duke University (North Carolina) experience using adventure-based or wilderness learning programs for staff development is discussed, focusing on the program rationale, planning, common responses of participants and nonparticipants, and outcomes. Quotations from program assessments are included. A brief list of relevant industry resources is…

Participants in the American Council on Education (ACE) Fellows program and Harvard University's Institute for Educational Management (IEM) were compared on demographic characteristics, locus of control, and degree of satisfaction with the program. Thirty-two participants from the ACE program and 82 IEM participants were studied. Levenson's…