Study of culture and organisational change at a TAFE Institute

Barton Institute of Technical and Further Education, a metropolitan Victorian TAFE institute was chosen for the case study. The research methodology included designing and administering a survey and selecting a number of performance indicators.

Organisational change and the care of the self : stress management as ethical self-problematisation

In diverse arenas there is much discussion about the dangerousness of contemporary lifestyles, including the stressful nature of work. These stresses associated with contemporary lifestyles and work are dangerous in so far as they are conceived as placing at-risk the emotional, physical and psychic health and wellbeing of large populations. In this paper I engage with debates about the stressful nature of teachers’ work, and the ways in which teacher health and wellbeing is constructed as being central to the task of delivering more effective schools. I am not so much concerned with the nature of teacher stress as an indication of individual physical, emotional or psychic health and wellbeing. Rather I am more concerned with understanding how it is that at this particular historical juncture the self can be so widely conceived in terms of stress. Moreover, what processes make it possible at this moment to link the success or otherwise of a massive institutional process of state regulated schooling to the health and wellbeing of teachers and the management of this health and wellbeing by school managers?

Patterns of resistance in managing assessment change

Achieving change in assessment practices in higher education is difficult. One of the reasons for this is resistance among those responsible for teaching and assessing. This paper seeks to explore this resistance through an analysis of staff dialogue during a major attempt to change the assessment practices at one institution. An institution-wide intervention to pilot new assessment practices was initiated, involving 35 academics across 12 departments. This paper reports on patterns emerging in dialogue about this among academics, and between academics and educational development personnel. Findings suggest that resistance is not a unitary concept, but that different stakeholders under varied circumstances express it differently; and that resistance to assessment change is particularly resilient. Implications are discussed in terms of relevance to current theories of higher education assessment and learning change management, as well as the practical considerations of attempts by institutions to engage in assessment change. © 2013 © 2013 Taylor & Francis.

Seven Models for applying Inquiry for Organisational change

Appreciative inquiry is a collaborative and positive approach to change developed by David Cooperrider. The approach is built on the assumption that every organisation has a 'positive core' that has contributed to its previous successes as well as its current strengths, potentials and assets. This presentation outlines how members of an organisation, such as a school community, can be involved, through collaborative storytelling and analysis, to identify their institution's positive core; a process that enhances every participants' energy, vision and actions for change. The steps will demonstrate how appreciative inquiry can be a practical leadership tool for change with a range of purposes. This presentation provides seven innovative ways that appreciativeinquiry can be applied and an Al template for use in diverse organisational settings.

A stress and coping approach to organisational change: Evidence from three field studies

In this paper, a stress and coping perspective is used to outline the processes that determine employee adaptation to organisational change. A theoretical framework that simultaneously considers the effects of event characteristics, situational appraisals, coping strategies, and coping resources is reviewed, Three empirical investigations of organisational change that have tested various components of the model are then presented. In the first study, there was evidence linking event characteristics, situational appraisals, coping strategies and coping resources to levels of employee adjustment in a sample of pilots employed in a newly merged airline company. In a more focused test of the model with a sample of employees experiencing a restructuring process in their Organisation it was found that the provision of change-related information enhanced levels of efficacy to deal with the change process which, in turn, predicted psychological wellbeing, client engagement, and job satisfaction. In a study of managers affected by a new remuneration scheme, there was evidence to suggest that managers who received change-specific information and opportunities to participate in the change process reported higher levels of change readiness. Managers who reported higher levels of readiness for change also reported higher levels of psychological wellbeing and job satisfaction. These studies highlight ways in which managers and change agents can help employees to cope during times of organisational change.