A comprehensive university: constructing an organisational identity
- Authors: Moeng, Siphokazi Florence
- Date: 2009
- Subjects: Universities and colleges -- Mergers -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth , Education, Higher -- South Africa -- Port Elizabeth -- Aims and objectives , Organizational behavior -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Doctoral , DEd
- Identifier: vital:9517 , http://hdl.handle.net/10948/1029 , Universities and colleges -- Mergers -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth , Education, Higher -- South Africa -- Port Elizabeth -- Aims and objectives , Organizational behavior -- South Africa -- Port Elizabeth
- Description: The restructuring of higher education through incorporations and mergers has attracted a lot of attention over the past few years in South Africa. These incorporations and mergers have displaced institutions of higher education and positioned them in new organisational homes, thus subjecting faculties, schools and departments to a process of relocation, new knowledge acquisition, identity change and meaning-making processes. The merger has resulted in three types of universities; i.e. traditional universities, comprehensive universities and universities of technology. The introduction of the comprehensive university as a new institutional type has brought with it questions about the idea of the university and the purpose of higher education in general. Mergers in particular have initiated conversations about sense-making and meaning during change. Amidst all this, people within the merging institution have been confronted with a new organisation with which they have to identify. At universities in particular, questions about academic identity and organisational identity have become unavoidable. The boundaries that gave definition to a university have been (re)moved. The structure of the university, as it was known, has changed. Hence, in the newly merged NMMU, academics are in the process of internalising and giving meaning to the new organisational values and norms of a comprehensive university. Needless to say, the challenges facing the newly merged NMMU are cultural, structural and geographic. Bringing together different institutional and personal cultures involves a human dimension that needs to be nurtured by trying to form a coherent and cohesive organisation that is created from culturally diverse and uncomplementary institutions. Another challenge is bringing together different organisational structures, systems and programmes that are informed by different institutional cultures. Furthermore, the challenge of having multiple campuses that are geographically separated exacerbates the situation. Along with all these challenges, the NMMU has the task of constructing an integrated institutional identity through organisational forms and programme models that will embody the multiple functions that are typical of a comprehensive university. The aim of the current study was to explore how the meanings that academics assign to the notion of a comprehensive university are instrumental in constructing an organisational identity; describing in detail how at the NMMU academics make meaning of the comprehensive university and how that meaning-making process influences the construction of an organisational identity; and formulating recommendations based on the qualitative findings and quantitative results of the research. In an effort to achieve the aim alluded to above, this study employed the mixed methods approach that used a sequential, exploratory, transformative design. The complexity of the study was such that it required to be investigated through qualitative and quantitative analytical methods in order to confirm, triangulate and obtain a holistic picture of the situation under investigation. The sample for the qualitative interviews consisted of thirteen purposefully selected academics from all levels at the NMMU. The interviews were transcribed and coded into themes, categories and sub-categories. These themes were then developed and translated into statements for the questionnaire that was administered randomly to all NMMU academics. A total of 108 academics responded to the questionnaire. The responses to the questionnaire were analysed using the SPSS programme. The findings and results of the study revealed that there was a fairly common understanding of the term comprehensive university among academics. However, the details about its procedures appeared to be the privileged ownership of management. This situation mitigated the necessity for a sense-making process that would allow for negotiation, modification and alteration of already held assumptions. A pertinent concern amongst academics was the neglect of the ‘human factor’ during the change process. The management style also came under scrutiny, especially in terms of the facilitation and mediation of change. There was a consensus on the call for cohesion and unity that was believed to be one of the main features that would make the construction of the NMMU organisational identity possible. The vision, mission and values of the NMMU were believed to be central to the creation of cohesion and unity, which would subsequently result in the birth of an organisational culture that could inform the organisational identity of the NMMU. Strategies to actualise and realise the organisational identity were proposed by participants. Notwithstanding, the impact of the merger was identified as having a major influence in shaping the organisational identity of the NMMU.
- Full Text:
- Date Issued: 2009
- Authors: Moeng, Siphokazi Florence
- Date: 2009
- Subjects: Universities and colleges -- Mergers -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth , Education, Higher -- South Africa -- Port Elizabeth -- Aims and objectives , Organizational behavior -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Doctoral , DEd
- Identifier: vital:9517 , http://hdl.handle.net/10948/1029 , Universities and colleges -- Mergers -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth , Education, Higher -- South Africa -- Port Elizabeth -- Aims and objectives , Organizational behavior -- South Africa -- Port Elizabeth
- Description: The restructuring of higher education through incorporations and mergers has attracted a lot of attention over the past few years in South Africa. These incorporations and mergers have displaced institutions of higher education and positioned them in new organisational homes, thus subjecting faculties, schools and departments to a process of relocation, new knowledge acquisition, identity change and meaning-making processes. The merger has resulted in three types of universities; i.e. traditional universities, comprehensive universities and universities of technology. The introduction of the comprehensive university as a new institutional type has brought with it questions about the idea of the university and the purpose of higher education in general. Mergers in particular have initiated conversations about sense-making and meaning during change. Amidst all this, people within the merging institution have been confronted with a new organisation with which they have to identify. At universities in particular, questions about academic identity and organisational identity have become unavoidable. The boundaries that gave definition to a university have been (re)moved. The structure of the university, as it was known, has changed. Hence, in the newly merged NMMU, academics are in the process of internalising and giving meaning to the new organisational values and norms of a comprehensive university. Needless to say, the challenges facing the newly merged NMMU are cultural, structural and geographic. Bringing together different institutional and personal cultures involves a human dimension that needs to be nurtured by trying to form a coherent and cohesive organisation that is created from culturally diverse and uncomplementary institutions. Another challenge is bringing together different organisational structures, systems and programmes that are informed by different institutional cultures. Furthermore, the challenge of having multiple campuses that are geographically separated exacerbates the situation. Along with all these challenges, the NMMU has the task of constructing an integrated institutional identity through organisational forms and programme models that will embody the multiple functions that are typical of a comprehensive university. The aim of the current study was to explore how the meanings that academics assign to the notion of a comprehensive university are instrumental in constructing an organisational identity; describing in detail how at the NMMU academics make meaning of the comprehensive university and how that meaning-making process influences the construction of an organisational identity; and formulating recommendations based on the qualitative findings and quantitative results of the research. In an effort to achieve the aim alluded to above, this study employed the mixed methods approach that used a sequential, exploratory, transformative design. The complexity of the study was such that it required to be investigated through qualitative and quantitative analytical methods in order to confirm, triangulate and obtain a holistic picture of the situation under investigation. The sample for the qualitative interviews consisted of thirteen purposefully selected academics from all levels at the NMMU. The interviews were transcribed and coded into themes, categories and sub-categories. These themes were then developed and translated into statements for the questionnaire that was administered randomly to all NMMU academics. A total of 108 academics responded to the questionnaire. The responses to the questionnaire were analysed using the SPSS programme. The findings and results of the study revealed that there was a fairly common understanding of the term comprehensive university among academics. However, the details about its procedures appeared to be the privileged ownership of management. This situation mitigated the necessity for a sense-making process that would allow for negotiation, modification and alteration of already held assumptions. A pertinent concern amongst academics was the neglect of the ‘human factor’ during the change process. The management style also came under scrutiny, especially in terms of the facilitation and mediation of change. There was a consensus on the call for cohesion and unity that was believed to be one of the main features that would make the construction of the NMMU organisational identity possible. The vision, mission and values of the NMMU were believed to be central to the creation of cohesion and unity, which would subsequently result in the birth of an organisational culture that could inform the organisational identity of the NMMU. Strategies to actualise and realise the organisational identity were proposed by participants. Notwithstanding, the impact of the merger was identified as having a major influence in shaping the organisational identity of the NMMU.
- Full Text:
- Date Issued: 2009
Breaking down subtle and implicit racial divides in higher education institutions : an educational management perspective
- Toni, Mademoiselle Noluthando
- Authors: Toni, Mademoiselle Noluthando
- Date: 2009
- Subjects: Racism in higher education -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Doctoral , DEd
- Identifier: vital:9529 , http://hdl.handle.net/10948/876 , Racism in higher education -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth
- Description: This thesis examined the manifestations of the various forms of racism in a South African institution of higher learning, the Nelson Mandela Metropolitan University (NMMU). The study further attempted to confront racism from the perspective of finding ways in which human relations of a diversified higher education population could be improved. As the issue at hand in this study relates to racism, critical race theory (CRT) was explored in an attempt to understand different perceptions and ways of dealing with racial inequality. CRT recognizes the complexities of racism and the construction of race as a way of justifying political, economic and social inequality (Stovall, 2006:247). This understanding played a role in making sense of perceived racial discrimination which is also connected to gender, age and social class. CRT conceptual tools, such as stories and counter stories featured strongly in the data collection process. Understanding the relationships of power, race and racism, as advocated by CRT, was vital in the process of analyzing data, reporting on the findings, and the proposed recommendations. The empirical data and literature provided insight in the design of a ‘Wheel of Humanity’ which serves as a succinct portrayal of ideas that can work in nurturing acceptable, to better, human relations. The study revealed that Meta-stereotypes influenced the perceptions of racist attitudes, behaviours and practices. As much as overt forms of racism were reported as minimal, subtle and implicit forms still exist, and are aggravated by the ‘culture of power’ that is taken for granted. The success of initiatives designed for the purposes of going beyond race, and adopting a humane approach in instilling the principles of ubuntu, depends on changing attitudes and preconceived ideas.
- Full Text:
- Date Issued: 2009
- Authors: Toni, Mademoiselle Noluthando
- Date: 2009
- Subjects: Racism in higher education -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Doctoral , DEd
- Identifier: vital:9529 , http://hdl.handle.net/10948/876 , Racism in higher education -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth
- Description: This thesis examined the manifestations of the various forms of racism in a South African institution of higher learning, the Nelson Mandela Metropolitan University (NMMU). The study further attempted to confront racism from the perspective of finding ways in which human relations of a diversified higher education population could be improved. As the issue at hand in this study relates to racism, critical race theory (CRT) was explored in an attempt to understand different perceptions and ways of dealing with racial inequality. CRT recognizes the complexities of racism and the construction of race as a way of justifying political, economic and social inequality (Stovall, 2006:247). This understanding played a role in making sense of perceived racial discrimination which is also connected to gender, age and social class. CRT conceptual tools, such as stories and counter stories featured strongly in the data collection process. Understanding the relationships of power, race and racism, as advocated by CRT, was vital in the process of analyzing data, reporting on the findings, and the proposed recommendations. The empirical data and literature provided insight in the design of a ‘Wheel of Humanity’ which serves as a succinct portrayal of ideas that can work in nurturing acceptable, to better, human relations. The study revealed that Meta-stereotypes influenced the perceptions of racist attitudes, behaviours and practices. As much as overt forms of racism were reported as minimal, subtle and implicit forms still exist, and are aggravated by the ‘culture of power’ that is taken for granted. The success of initiatives designed for the purposes of going beyond race, and adopting a humane approach in instilling the principles of ubuntu, depends on changing attitudes and preconceived ideas.
- Full Text:
- Date Issued: 2009
An exploration of transformation at an institution of higher education using Anstey's conceptual framework
- Authors: Wannenburg, Iona
- Date: 2008
- Subjects: Universities and colleges -- Mergers -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth , Transformative learning -- South Africa -- Port Elizabeth , Higher education and state -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9423 , http://hdl.handle.net/10948/865 , Universities and colleges -- Mergers -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth , Transformative learning -- South Africa -- Port Elizabeth , Higher education and state -- South Africa
- Description: In this study an exploration was conducted of change and transformation at an institution of higher education in South Africa using Anstey’s conceptual framework. This framework incorporated the work of major change theorists as well as the balanced scorecard of Kaplan and Norton. A quantitative and exploratory approach was used. The research question for this study was formulated as follows: How successful was the organizational transformation process at the newly established university in the period 2003 – 2007? The first objective of the study was to describe the organizational transformation process as it unfolded at the newly established university. The second objective was to evaluate the success of the organizational transformation process by using Anstey’s conceptual framework. Eight factors were identified in Anstey’s framework according to which the success of the merger was analyzed. These factors were: constructive unease; harnessed urgency; clear purpose; challenging vision with clear measurable objectives; champions at all levels; culture and community; competitive competencies; coherent strategy, and communication and consultation. A computerized survey tool was utilized to design a structured questionnaire with both fixed response and open-ended questions. Some 13 percent of the employees responded to the questionnaire. The internal consistency of the scores derived from the instrument was confirmed using Cronbach’s alpha. Descriptive statistics revealed that 62.5 percent of factor scores were neutral and 37.5 percent negative with regard to staffs’ perceptions of the merger. Inferential statistics disclosed that academic staff viewed the merger more negatively on factor 3 challenging vision with clear measurable objectives than their administrative colleagues. The total success of the merger can be summarized by the following statement of one of the participants ‘If the NMMU merger is compared to other mergers in Higher Education in South Africa then it is clear that, from a systems and procedural perspective, it was managed satisfactory. Unfortunately the ‘people’ dimension of the merger did not feature as a priority and many staff members were alienated as a result of this.’ The limitation of the study was the small sample size. This study was also contextual in nature, meaning that it focused on the transformation process as it unfolded at a specific university in South African between the years 2003 – 2007. No results generated in this study can be generalized as they only presented a shot-in-time reflecting the transformation process at a particular organization at a particular period in time. This study also confirmed the usefulness of Anstey’s conceptual framework in assessing transformation at an institution of higher education.
- Full Text:
- Date Issued: 2008
- Authors: Wannenburg, Iona
- Date: 2008
- Subjects: Universities and colleges -- Mergers -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth , Transformative learning -- South Africa -- Port Elizabeth , Higher education and state -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9423 , http://hdl.handle.net/10948/865 , Universities and colleges -- Mergers -- South Africa -- Port Elizabeth , Educational change -- South Africa -- Port Elizabeth , Transformative learning -- South Africa -- Port Elizabeth , Higher education and state -- South Africa
- Description: In this study an exploration was conducted of change and transformation at an institution of higher education in South Africa using Anstey’s conceptual framework. This framework incorporated the work of major change theorists as well as the balanced scorecard of Kaplan and Norton. A quantitative and exploratory approach was used. The research question for this study was formulated as follows: How successful was the organizational transformation process at the newly established university in the period 2003 – 2007? The first objective of the study was to describe the organizational transformation process as it unfolded at the newly established university. The second objective was to evaluate the success of the organizational transformation process by using Anstey’s conceptual framework. Eight factors were identified in Anstey’s framework according to which the success of the merger was analyzed. These factors were: constructive unease; harnessed urgency; clear purpose; challenging vision with clear measurable objectives; champions at all levels; culture and community; competitive competencies; coherent strategy, and communication and consultation. A computerized survey tool was utilized to design a structured questionnaire with both fixed response and open-ended questions. Some 13 percent of the employees responded to the questionnaire. The internal consistency of the scores derived from the instrument was confirmed using Cronbach’s alpha. Descriptive statistics revealed that 62.5 percent of factor scores were neutral and 37.5 percent negative with regard to staffs’ perceptions of the merger. Inferential statistics disclosed that academic staff viewed the merger more negatively on factor 3 challenging vision with clear measurable objectives than their administrative colleagues. The total success of the merger can be summarized by the following statement of one of the participants ‘If the NMMU merger is compared to other mergers in Higher Education in South Africa then it is clear that, from a systems and procedural perspective, it was managed satisfactory. Unfortunately the ‘people’ dimension of the merger did not feature as a priority and many staff members were alienated as a result of this.’ The limitation of the study was the small sample size. This study was also contextual in nature, meaning that it focused on the transformation process as it unfolded at a specific university in South African between the years 2003 – 2007. No results generated in this study can be generalized as they only presented a shot-in-time reflecting the transformation process at a particular organization at a particular period in time. This study also confirmed the usefulness of Anstey’s conceptual framework in assessing transformation at an institution of higher education.
- Full Text:
- Date Issued: 2008
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