Academic development usually focuses on individuals, with activities bounded by institutional strategy. There is a lack of research exploring the emergence of cross-institutional communities of practice and their ability to offer opportunities for professional collaboration, particularly for underrepresented or marginalised groups. Our study…

This article reports on results from a qualitative study that sought to explore the teaching and learning of professional competencies in undergraduate international business management courses in Brazil. When synthesized as the mobilization of knowledge, skills, attitudes, and other cognitive resources (personal values, beliefs, personal…

The aim of the research study aims to evaluate human resource management policies and strategies in higher education practices. As this research relies on qualitative nature, self report was conducted in order to gain experiences of research participants about human resources management process. In addition to this, maximum variation was conducted…

The evolving landscape of higher education has forced many institutions to reorganize, remove administrative layers, and subsequently, reexamine criteria and processes. In particular, efforts to consolidate and combine departments has prompted a need to explore options for a systematic and objective framework for evaluating performance. This paper…

The paper presents the approach to complex training of managers and faculty staff for system modernisation of Russian engineering education. As a methodological basis of design and implementation of the faculty development programme, the CDIO (Conceive-Design-Implement-Operate) Approach was chosen due to compliance of its concept to the purposes…

Managers at Spanish universities are having to deal with increasingly complex managerial tasks as a result of current changes in higher education. This paper presents the results of a study into the professional development of deans and department heads at universities in Catalonia. At management level, these universities are typically based on an…

Universities should be developing female middle-managers for reasons of gender balance (Aitkin in "The Last Boilerhouse Address," Canberra University 2001), the skills shortage, pending mass retirements (Chesterman in "Not doable jobs? Exploring senior women's attitudes to leadership roles in universities." Women's Higher…

Asserts that an essential element in the school improvement process is the creation of a professional staff-development program. Outlines recent literature that offer guidelines for implementing these programs, and addresses program and participant evaluation. Contains 19 references. (VWC)

The process of instituting professional/vocational development programs for faculty, administrators, and general staff at the Australian National University is described, with emphasis on fitting the development programs and policy to the nature and objectives of the university. (MSE)

Planning change through faculty and administrative development is discussed. The development of a comprehensive faculty and administrative development program involves instructional, curricular, organizational, personal, and professional development. (Author/MLW)

This paper reports on research into the professional development practice of principals in the Diocese of Parramatta, which administers a system of approximately 75 schools in the west of Sydney, Australia. A survey of 46 principals gathered data on respondents' qualifications, association membership, participation in Catholic Education Office…

Paper examines how four educators who did not elect to follow careers as formal school administrators engaged in learning activities to become educational leaders, following them through special leadership programs. The return of three of the four to the classroom rather than entering administrative posts suggests the need for broader definitions…

The continuing development of educational professionals (teachers and administrators) takes place in three types of institutions. Advanced degree programs offered in colleges and universities that lead to the master's and doctorate degrees are the mainstay of continuing development. Second in importance are the staff development programs sponsored…

Institutional change, it is suggested, can be managed through task forces that focus on a broad spectrum of institutional problems and issues including internal and external communication, institutional planning, program review and evaluation, administrative development and performance review, and faculty development. (Author/MLW)

People are the most important resource in higher education, but allocation of resources and priorities do not reflect this reality. Individuals need developmental experiences that will prepare them for expanded roles. The major challenge is to make the workplace a place of leadership development as well as of continuous learning. (MLW)