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Over the last decade Higher Education institutions in Australia have moved towards a model of 'managerialism' due predominantly to changes in government funding policies. The increase in managerialism in the sector has led to restructuring imperatives and the amalgamation of academic disciplines that, until recently, have been historically distinct. In this paper, the authors focus on the amalgamation of two academic schools into one larger school as a case study to uncover the individual and organisational tensions that arose from the restructuring. The aim of the paper is to use personal stories relating to the experiences of those involved with the amalgamation as reflexive devices to uncover both conflict and cooperation that arose from the process. Lewin's model of change management is used to highlight the points of tension in the process and illuminate ways in which the process could have been better managed. The implications of such restructuring exercises will be discussed in light of Lewin's model and the need for a model that encapsulates the now continuous process of change in the Higher Education sector in Australia. |
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