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"The challenges which face South African Higher Education are both topically diverse and historically marked by the legacies of its colonial and apartheid past. Transcending these conditions in order to reach emancipatory, inclusive and developmentally apt solutions will continue to test our creative and intellectual expertise, ingenuity and judgement. This book is an important contribution in this process. Towards the end of the last century, in the immediate wake of the post-apartheid era, a cohort of concerned and exceptional South African scholars brought their minds to bear on the challenges facing higher education in the country. Their ruminations resulted in an incisive volume; Black Perspective(s) in Tertiary Institutional Transformation (1998), edited by Sipho Seepe. Almost a quarter of a century later, this same cohort, with a few additions and subtractions, have revisited the terrain with penetrating insights and revealing historical hindsight. This book, Tertiary Institutional Transformation in South Africa Revisited (2020), is the result of their trenchant endeavours. This text has therefore enormous historical significance, now and for the future. It marks indelible milestones in the thinking about higher education in South Africa and throws up diachronic and synchronic issues, by some of its prominent and best minds."--
Taking the Reins is based on the ACE Project on Leadership and Institutional Transformation, a five-year effort funded by the W. K. Kellogg Foundation involving 23 diverse institutions working on transformational change. This book focuses on a sub-set of six institutions that had made the most significant change at the end of five years. The key findings of the study include an identified set of core change strategies, the interrelationship among these strategies, the importance of helping people think differently, and the need for sensitivity to institutional culture. The authors formulate a coherent model, which they call the Mobile Model of Change. The mobile is used as a metaphor for the process of transformational change because it illustrates how the identified change strategies work together.
Diversifying the academic faculty remains an elusive goal marked by slow and uneven progress. This book describes an effective model for institutional transformation which is uniquely grounded in group-level processes. Efforts at institutional transformation continue to center individual actors. This is evident in the proliferation of programs that train individuals on implicit bias, search strategies, and other diversity and inclusion-based content as solutions for inequities in academia. Acknowledging the value of these approaches, this book adds a new focus: group-level processes. It unifies research on gender and racial inequity with concepts from social psychological theories of group dynamics to present a model of change centered on professional adult learners, including faculty and academic staff. The book details the implementation of group-level processes based on insights from the learning sciences, higher education leadership, communication studies, and group facilitation to instill norms for a more equitable and inclusive institution. Drawing on quantitative and qualitative data to illustrate the impact of group-level initiatives, the book offers recommendations to enable the application of this model in higher education contexts. This book will be of interest to researchers and graduate students studying institutional transformation, academic social justice leadership, and faculty professional development and to those interested in integrating justice and equity into team science, translational research, and other trans-, inter-, and multi-disciplinary fields. Chapter 2 of this book is freely available as a downloadable Open Access PDF at http://www.taylorfrancis.com under a Creative Commons [Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND)] 4.0 license.
Transformation of the University imagines preferable futures for the university, building hope for the institution’s necessary transformation. It transcends old criticisms and presents fresh ideas on how the institution might be conceived, organised and put into practice while safeguarding that which makes it a university – the pursuit of knowledge. This book is divided into three main parts: Part One – ‘Knowledge’ assumes the role of the university in generating knowledge for the benefit of society; Part Two – ‘Cultural Growth’ expands on how the university might contribute to and benefit from the cultural growth of society, with both explicit and implicit connections to social and epistemic (in)justice; and Part Three – ‘Institutions’ focuses on imaginative processes for enacting the university as an institution that meets the unforeseen future challenges facing societies around the world. With contributions from scholars across the world, Transformation of the University is an essential read for all academics, practitioners, institutional leaders and broad social thinkers who are concerned with the future of the university and its contributions to society.
This book explores some of the major forces and changes in higher education across the world between 1945 and 2015. This includes the explosions of higher education institutions and enrollments, a development captured by the notion of massification. There were also profound shifts in the financing and economic role of higher education reflected in the processes of privatization of universities and curricula realignments to meet the shifting demands of the economy. Moreover, the systems of knowledge production, organization, dissemination, and consumption, as well as the disciplinary architecture of knowledge underwent significant changes. Internationalization emerged as one of the defining features of higher education, which engendered new modes, rationales, and practices of collaboration, competition, comparison, and commercialization. External and internal pressures for accountability and higher education’s value proposition intensified, which fuelled struggles over access, affordability, relevance, and outcomes that found expression in the quality assurance movement.
This volume of Transforming Institutions follows from and builds on its predecessor of five years ago (Weaver et al., 2015) with a mix of case studies, models, and analyses. The authors and editors provide key perspectives for advancing change initiatives in higher education and STEM education. The Transforming Institutions conferences and book series began with the first convening in 2011 at Purdue University, organized by the Discovery Learning Research Center (DLRC), and continues with the 2019 and 2021 Transforming Institutions Conferences. The meeting sought then, as it still does, to bring together researchers, academic leaders, national organizations and funding agency representatives to discuss the practical aspects of changing institutional practices to align with the large body of evidence in the field. The editors and authors of this volume consider this work to be a beginning and hope it will be a call to action for every reader.View this book online at: http://openbooks.library.umass.edu/ascnti2020/
This book argues that Southern Cameroons up to the late 1960s had extensively developed an evolved mature, political culture. It was amazingly led by a range of: simple, visionary, austere, honest, peace-loving and realistic leaders, almost without exception; vintage products of their epoch. Distinguished by good governance; throughout it organized frequent free, fair and transparent elections, peaceful handover of power and enjoyed free primary and adult education. It was further crowned with an ideal, efficient civil service, literally, corruption free. In fact, the period, 1955-1968 in the history of Southern Cameroons qualifies as a "Golden Age" for that nostalgic state, whose citizens were repeatedly referred to as "nice, peace loving, loyal, good and hospitable people" by administrators, missionaries, visitors and those who got to know them closely. The most remarkable observation however, was that finally made by Malcolm Milne, the greatest critic, who noted that during his last couple of years in the Southern Cameroons administration, he dealt with: "People of high intelligence who knew exactly what they wanted." Of the civil servants, he maintains that they had greatly enriched his time in the colonial service; "There was something very special about that corps; their service was their watch word." This superlative description by Malcolm Milne was being made of a combination of the people of the present North and South West Regions, whom he saw as a socio-cultural, economic and political unit. It is therefore obvious that from 1955 - 1968, Southern West Cameroon came close towards becoming an ideal state.
By way of organisational learning and the management of educational change Part A of this third text in the second trilogy begins with a general treatment of teaching and administration in tertiary education. The focus then narrows, in Part B on teaching and learning in tertiary education, to reading processes and understanding writing. Refocussing more narrowly, Part C introduces educational research by considering a case study that uses the survey method, interpretative research techniques, validity, and the components of a research report. A widening of focus reveals the proposal for a small-scale exploratory study and the written report manifesting that investigation.