Please use this identifier to cite or link to this item: https://hdl.handle.net/1959.11/1509
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dc.contributor.authorDurur, Muyesseren
dc.contributor.authorHarman, Kay Mareeen
dc.contributor.authorMeek, Vincent Lynnen
dc.date.accessioned2009-05-06T15:37:00Z-
dc.date.created2007en
dc.date.issued2008-
dc.identifier.urihttps://hdl.handle.net/1959.11/1509-
dc.description.abstractThis study examines organisational change in two regional New South Wales (NSW) Technical and Further Education (TAFE) institutes that have recently undergone substantial restructuring. These institutes form part of the Vocational Education and Training (VET) sector in Australia. A particular focus of the study is on the challenges faced by managers who have experienced changes in leadership as well as moves from a more 'closed', 'top-down' hierarchical organisational structure to an 'open' team-based mode of operation, a strategy geared to building organisational capacity in a more competitive environment. The human resource implications of such a shift are of particular interest. Like many other organisations, high performing VET organisations are operating within a rapidly changing environment with external factors impacting forcefully on them. Coupled with this, the public sector nature of organisations such as TAFE Institutes brings its own complexities. These include limited flexibility, slow response time and lack of ability to align functions and processes across the organisation in response to the ever-changing government and business environment. In order to come to grips with the way the two institutes in question dealt with change and the impact that restructuring had on personnel, case study methodology, which allowed multiple means of data collection, was adopted. In-depth interviews with key informants, participant observation and documentary analysis comprised the major modes of data collection. Data were gathered from key informant interviews in TAFE Institutes as well as from a number of key experts within the VET sector. In the current competitive environment regional Institutes are keenly aware of the need to be more client-focused. The findings of this study indicate that each of the Institutes understands the new culture of client responsiveness and the value of collaborative and team-based structures that are seen to facilitate greater sensitivity to market demand. Each has moved from a more rigid bureaucratic structure and adopted team-based systems in order to respond more quickly to a rapidly changing environment, to tap into the expertise of their employees and to engage in innovative ways of producing new and better ways to meet customer demands. Each institute, however, applied very different means of leadership and management in attempting to achieve these ends, with quite different results.en
dc.languageenen
dc.titleTransformative Organisational Change: A Case Study of Restructuring Attempts in the Technical and Further Education (TAFE) Sector of New South Walesen
dc.typeThesis Doctoralen
dcterms.accessRightsUNE Greenen
dc.subject.keywordsEducational Administration, Management and Leadershipen
local.contributor.firstnameMuyesseren
local.contributor.firstnameKay Mareeen
local.contributor.firstnameVincent Lynnen
local.subject.for2008130304 Educational Administration, Management and Leadershipen
local.subject.seo749906 Education Policyen
dcterms.RightsStatementCopyright 2007 - Muyesser Dururen
dc.date.conferred2008en
local.hos.emailhoshass@une.edu.auen
local.thesis.degreelevelDoctoralen
local.thesis.degreenameDoctor of Philosophyen
local.contributor.grantorUniversity of New Englanden
local.profile.schoolSchool of Business, Economics and Public Policyen
local.profile.emailm.durur@latrobe.edu.auen
local.profile.emailkharman@une.edu.auen
local.profile.emailvmeek@une.edu.auen
local.output.categoryT2en
local.record.placeauen
local.record.institutionUniversity of New Englanden
local.identifier.epublicationsrecordune_thesis-20090407-182635en
local.title.subtitleA Case Study of Restructuring Attempts in the Technical and Further Education (TAFE) Sector of New South Walesen
local.access.fulltextYesen
local.contributor.lastnameDururen
local.contributor.lastnameHarmanen
local.contributor.lastnameMeeken
dc.identifier.staffune-id:mdurur2en
dc.identifier.staffune-id:kharmanen
dc.identifier.staffune-id:vmeeken
local.profile.roleauthoren
local.profile.rolesupervisoren
local.profile.rolesupervisoren
local.identifier.unepublicationidune:1547en
dc.identifier.academiclevelAcademicen
dc.identifier.academiclevelAcademicen
dc.identifier.academiclevelAcademicen
local.title.maintitleTransformative Organisational Changeen
local.output.categorydescriptionT2 Thesis - Doctorate by Researchen
local.school.graduationSchool of Humanities, Arts & Social Sciencesen
local.thesis.borndigitalnoen
local.search.authorDurur, Muyesseren
local.search.supervisorHarman, Kay Mareeen
local.search.supervisorMeek, Vincent Lynnen
local.open.fileurlhttps://rune.une.edu.au/web/retrieve/0d252564-1171-4bca-bf41-1730d5a44698en
local.open.fileurlhttps://rune.une.edu.au/web/retrieve/6c57c27c-ccd7-4ae0-ac60-c10abf0b0236en
local.uneassociationYesen
local.year.conferred2008en
local.fileurl.openhttps://rune.une.edu.au/web/retrieve/6c57c27c-ccd7-4ae0-ac60-c10abf0b0236en
local.fileurl.openhttps://rune.une.edu.au/web/retrieve/0d252564-1171-4bca-bf41-1730d5a44698en
Appears in Collections:Thesis Doctoral
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