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Journal of Emerging Trends in Educational Research and Policy Studies (JETERAPS) (Vol 1 No 1)
| Abstract: Academic institutions exhibit complex relational structures with distinctive cultures and work climates. Transformation in these institutions is triggered by internal development, and adaptation because of changing environmental conditions. When culture is especially viewed as an internationalization posture, it requires a highly articulate leadership to carry the institution through the change process. Consequentially, the change process has to be supported by institutionalized strategic planning that is representative, in order to optimally utilize the environment within which it occurs (Mirvis, 1990). This paper explored factors that were employed by a Polytechnic to change to a more academically enhancing culture, of a University of Science and Technology (UST). It looks at the extent to which strategic planning and re-aligned faculty articulation accelerated cultural change. Using the first, second and third tares schematically, in which: classes are nested within departments, departments are nested within faculties and faculties nested in the institution, this paper suggests that an overall integration at a broader level is required to sustain superior performance during and after transition. Because institutions of higher learning exist as conglomeration of autonomous subunits with a high degree of specialization in disciplines (Becher 1981; Clark 1983; Dill &Sporn 1995b; Clark 1995), a highly spirited leadership is necessary to effect a landmark culture change. A greater purpose was to demonstrate that accelerated culture change is attainable in an academic institution. Whereas the significance of such change comes out of spirited leadership, a bigger potential impact is that academic institutions can learn and transform. |
| Keywords: university culture, transformation, multilevel, poly, integration |
| Download full paper |
