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.

To date most models of empowerment have focused on teachers' personal empowerment, which is defined as intrinsic task motivation reflecting an employee's orientation to his or her work role. Interestingly, little scholarly attention has been turned to the interaction of empowerment and work-team membership, that is, to empowerment acquired from…

Purpose--The purpose of this paper is to investigate how a learning organisation can be created within the framework of the family SME in Ireland. Design/methodology/approach--No comprehensive list of independent family businesses in Ireland was available. To overcome this problem a pragmatic approach was taken in the construction of a sampling…

Both the learning organization literature and the self-managed work team literature have alluded to the potential links between teamwork and learning. However, as yet the link between these two concepts remains undeveloped. This study uses a survey of a random sample of 200 Australian organizations to empirically examine the relationships between…

Purpose: Introduces the primary concepts behind the practice of action inquiry. Then, examines what current literature suggests about components of the performance appraisal process and identifies areas where applying action inquiry concepts can add a new dimension to our current understanding. Design/methodology/approach: Applies action inquiry,…

As a follow-up to an earlier effort to distinguish schools by stages of development along the context of organizational learning (OL), this paper further targets the OL processes and outcomes to generate a more dynamic and functional framework for sustaining and refining the earlier version of the typology. It is hoped that through such a…

If a school's goal is to improve the quality of the educational environment that it provides for its students--one that encourages creative thinking and problem solving, cooperative learning, and higher levels of thinking--then a principal must create the same type of atmosphere for those individuals most directly responsible for the success of…

Faculty and administrators rarely assume their positions knowing how to manage conflict. Yet managers spend between 20 to 50 percent of their workday engaged in conflicts. Conflict is an overlooked area in the professional development of faculty and administrators. Senior level administrators such as deans and department heads and faculty…

This paper presents how organisational development can be the results when politicians, managers, social workers and teaching staff take part in reflection. The results are based on a government-funded initiative in Sweden for lowering sick absenteeism. Three local governments introduced reflection as a strategy to combat work related stress and a…

This report raises questions about the support given to new teachers who come to teaching through "alternate routes." It focuses on new teachers in high-needs schools, comparing the perspectives of those from traditional teacher education versus those from three alternate-route programs: Teach for America, Troops to Teachers and The New Teacher…

Organisations are continuously challenged to become more strategic, productive and cost-effective. As a result, quality management has become increasingly important to achieve desired organisational performance outcomes. Quality management considers leadership an important component to implement and sustain quality products and services to…

Purpose: To provide a conceptual model for the discovery and articulation of emergent organizational knowledge, particularly knowledge that develops when people work with new technologies. Design/methodology/approach: The model is based on two widely accepted research methods--action learning and grounded theory--and is illustrated using a case…

The Division of Student Affairs at the University of Michigan in Ann Arbor engaged in an iterative strategic process to create and implement a set of long-range goals. This strategic journey continues to evolve, uniting a guiding framework of strategic planning steps, a reflective process with an assessment component within each step, and a group…

With some reflections on the management culture of higher educational institutions in China, this paper presents that it is not adequate to make analyses of rules and regulations from the mere perspective of institutional economics to get rid of short-term, which can be accounted for on a deeper level by the absence of management culture in the…

The term "mission creep" was originally coined nearly a hundred years ago to describe the gradual process by which a military mission's stated methods and goals change, and recently the term has been applied to incremental organizational changes. In this article, the term is used to describe what happens when a teaching-oriented college or…