Continuity and change at C.B.C. : an ethnography of a Catholic Brothers School in Australian society

This thesis is an ethnographic investigation of a Catholic Brothers school, Christian Brothers College (C.B.C.), in the provincial city of Newburyport, Australia* The study explores the traditions and historical purposes of education at the independent, religious school, and examines the manner in which these have changed or are changing. All names, including the name of the school and the city, have been altered to preserve anonymity. The opening section discusses the emergence of the theoretical problem of the dialectic of change and continuity in the ongoing activity of C.B.C. actors. This is followed by an argument that an understanding of such activity requires an ethnographic perspective. Such a perspective, however, must not overlook the organisational and structural constraints within which participants operate. Hence, a critical ethnography, which takes account of both the agency of human actors and the structures which influence their activity, is advocated as the most suitable approach for understanding continuity and change within a complex organisation in its social context. This argument is followed by an ethnographic account of Christian Brothers College, which focuses on the perceptions and activities of teachers and administrators, Individual chapters deal with the Christian Brothers Order and its educational mission at C.B.C.; the nature of religious education at the school; the administration of the school; approaches to control and discipline; the curriculum and evaluation of pupils; and the relationship between C.B.C. and the wider Newburyport community. The concluding section integrates an analysis of continuity and change at C.B.C. with a discussion of theoretical perspectives on reproduction and transformation. The thesis concludes that, although change has occurred in many ways, an institutionalised image of C.B.C. as 'Brothers’ school'persists and impedes the formation of more democratic authority relations, curriculum, and evaluation. The potential for such change, however, is seen most strongly in the ongoing reform of religious education.

Strategies for successfully executing and institutionalising organisational change : a comparative study

This study examines the nature of change confronting organisations in Australia in the 1990s. Its aim is to investigate organisational strategies for managing the challenge of deliberate large-scale change, and to consider whether there is a 'critical change path' which every organisation must follow if it is to succeed in executing and institutionalising corporate-wide transformation. The research was conducted by carrying out in-depth case studies of three multinational companies operating in Australia. The case studies show a consistent pattern of corporate transformation in which companies adopt a range of strategies to implement and sustain effective change. These include fostering a climate for change; providing a clear vision for the future; promoting strong leadership; communicating the message for change consistently and repeatedly to all levels of the organisation; reinforcing the message through rewards and symbols; and ensuring change is institutionalised by promoting a capacity for continual adaptation and learning. These observations suggest that the pattern of corporate transformation can be depicted as a framework of steps which organisations must follow to enhance their prospects of institutionalising behavioural change. In this framework, the steps towards change are not uni-directional; they overlap and reinforce each other and should be revisited regularly to reinvigorate the message and sustain the momentum for change.

Muddy ovals under threat from climate change

Questions are raised about the wisdom of continuing the policy of unending global economic growth in the face of climate change. Alternate forms of economic organisation need to be devised, without which global warming may even lead to the elimination of cold, muddy football fields.

A model for improving board performance : the case of a national sport organisation

The transition of many sport organisations from being predominantly volunteer-administered and anchored in an amateur ethos to professionally managed entities has created unique challenges for the governance of sport. This paper provides a contribution to the governance literature through the presentation of a situational case where a four-stage model, drawn from an action research approach, has been used for developing a board’s strategic capability and subsequent improvement in organisational performance.

Action research is founded on the premise that change and research are not mutually exclusive and that dual foci on improving practice and developing theory are possible (Coghlan & Brannick, 2001). Utilising a national sport organisation (NSO) in New Zealand the study developed and tested a structured model for improving board functioning and, specifically, strategic contribution.

While the case to which the model has been applied is an NSO, the model and the subsequent reflections have value for non-profit as well as commercial entities particularly with regard to a greater understanding of the mechanisms associated with balancing the performance and conformance roles of the board.

Environmental sustainability change management in SMEs : learning from sustainability champions

This study identifies the change management processes involved in undertaking environmental sustainability (ES) initiatives within Small and Medium Size Enterprises (SMEs) and relate these to the main attributes of learning organisations. Using case study techniques, the study draws from the change management experiences of a sample of 12 ES champions in different industries. The findings suggest that the ES champions experience four distinct change management stages in undertaking ES initiatives; namely the design, internalise, implement and evaluate stages. Each stage is also found to relate strongly with a number of key characteristics of learning organisations. Overall, the findings suggest that SMEs with strong learning organisation attributes are more likely to be successful in implementing and managing ES change initiatives. The implications of the findings are also discussed.

The effects of major change : a case study of an Australian university

Organisational RestructuringLeading higher education organisational restructuring is not an easy task. It involves various degree of engagement, decision making and strategic alliances to make the change a success. Research has shown that organisational restructuring has impact on individuals of the organization and vice versa. Studies have shown that imposed change may create negative emotions such as fear of losing something important, anger and anxiety. On the contrary, planned change is accompanied by excitement and hope. Thus, the call for best practices in leading successful organizational change is greater than ever. Factors such as the fundamental characters and practices of higher education, as well as the presence of various human factors (academics and administrative) need to be taken into account. This paper presents the preliminary findings of a case study on organisational restructuring at a higher education institution in Australia. The restructuring in focus involves the amalgamation of two university faculties into one. This paper seeks to present the experiences and life accounts of faculty members with regards to leadership during the amalgamation process. Interviews were carried out with both the academic and administrative staff. Analysis of the interviews found a variation of views on leadership at different levels of the organisation, the emergence of leadership in times of crisis, the gap between the academics and administrative as well as the importance of organisational members to make the restructuring a success. The paper ends with useful suggestions for leaders and their role towards leading successful change in today’s complex higher education scenario.

Critical pre-implementation elements in engendering change for sustainability in SMEs : insights from SME sustainability leaders

Despite the increased awareness surrounding sustainability issues and growing pressure on businesses to adopt sustainable business practices, there is little understanding of management processes and practices necessary for SMEs to implement environmental sustainable (ES) practices. Through qualitative in-depth interviews, this paper draws on the experiences and perspectives from twelve SME sustainability leaders to present answers to the 'what' and 'why' of critical pre-implementation elements in engendering change for sustainability within the SME context. The research questions examined in this study are: In the views of SME sustainability leaders: what pre-implementation elements are important in setting the foundations of ES success in SMEs; what are the most important elements in the decision to introduce and encourage improved ES practices; and how do SME sustainability leaders plan for ES change in their firms. We also examine how the pre-implementation elements identified in this study, fit with the steps of one of the most well-known sustainability change management frameworks by Dunphy et al (2003). The results show that elements playing a role in setting the foundations for ES success in participating firms include: the SME leader challenging the status quo, gathering of initial information; clarifying the internal know-how about ES, identifying who the ES leader(s) is, and what the associated roles are; creating a theme of environmental sustainability in the firm (what sustainability means to the firm); and the personal mindset of leaders regarding ES. In addition, it was evident from the interview data that apart from providing valuable data regarding what must change and why, the drivers and benefits of ES provide a strong rationale and motivation to the rest of the organisation why sustainability is important to the organisation. Furthermore, it is evident from the interview data that the most used strategic approach to planning by SME sustainability leaders, is a deliberate approach even though the emergent approach to planning has also featured in some SMEs. Furthermore, the CEOs are the main players in the strategic process, with the majority involving staff in planning for ES. The results also indicate that in matching the pre-implementation elements to Dunphy et al‘s (2003) sustainability change management steps, the execution of two of their steps may need adjustment to be fully applicable to SMEs. Several practical implications for other SMEs are outlined. In conclusion, the framework outlined in this paper provides an example of a critically reflective approach to a specific phase of the environmental sustainability puzzle in SMEs.

The effects of major change: a case study in an Australian university

The current context of higher education is dynamic with various demands for change. Among catalysts for change are competition, market orientation, globalisation and technology. Nevertheless, the fact is, implementing major change in higher education is not an easy task. Higher education as an entity is unique unlike business organisations. A university has distinctive fundamental characters and practices such as the presence of diverse and ambiguous objectives and semi-autonomous organisational structures. Another issue is the presence of the human factor. In this aspect, the problems, views, experiences and knowledge of faculty members need to be taken into account. All these aspects may contribute to the success of the major change. Yet, some might also resist change. In this light, literature has shown that organisational change impacts individuals of the organization and vice versa. In addition, an imposed change may create negative emotions such as fear of losing something important, anger and anxiety. On the other hand, planned change may be accompanied by excitement and hope. In all these developments, literature has shown that studies on post change era are scarce. This is interesting because scholars have argued that post change era is an important time since it determines the success and failure of the change. This paper is about the effects of major change in an Australian university. Major change is defined as an amalgamation in a higher institution. In this case study, interviews were carried out to extract experiences of leaders and co-workers who had lived through the major change. These multi perspectives provide a rich description of the why, how and what aspects of the major change that may prove useful to leaders and staff of an academic organisation. The paper ends with some suggestions on improving institutional amalgamation.

Writing groups, change and academic identity: research development as local practice

The development of the research potential of university staff has been given less attention than many other aspects of professional development, particularly teaching development. Yet there is an important need for the development of staff in the research role in the light of growth of higher education and changes to the organisation of the sector in many countries. This article examines one strategy for research development: the use of writing groups. It argues that writing is best seen as a starting point, rather than an endpoint, of the research process and hence that fostering academic writing is a useful place to do research development work. The article provides details of the use of a number of writing groups over three years in a particular faculty and explores the responses of leaders and participants. It identifies factors important in the use of this strategy and focuses on the contextual conditions required for initiatives of this kind to be effectively implemented.

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.

Latin American Economic Outlook 2013: SMEs policies for structural change

Includes bibliography

Resilient Adaptation to Climate Change in African Agriculture

Africa’s agriculture faces varying climate change impacts which mainly worsen production conditions and adversely affect its economies. Adaptations thus need to build the resilience of farming systems. Using “resilient adaptation” as a concept, this study analyses how adaptations at farm and policy/institutional-levels contribute to the resilience of Sub-Saharan African agriculture. The developed tool, “the Resilience Check”, provides socio-economic data which complements existing adaptation tools. The underlying development gaps such as insecure property rights, poverty, low self-organisation, inadequate climate data and infrastructure limit resilient adaptations. If farmers could implement recommended practices, existing measures and improved crops can address most impacts expected in the medium-term. However, resource use efficiency remains critical for all farm management types. Development-oriented adaptation measures are needed to provide the robust foundations for building resilience. Reaching the very poor remains a challenge and the externally driven nature of many interventions raises concern about their sustainability. The study recommends practical measures such as decentralising various services and integrating the action plans of the multilateral environmental agreements into one national action plan.

Adapting public agricultural extension services to climate change: Insights from Kenya

This paper analyses the adaptiveness of the Public Agricultural Extension Services (PAES) to climate change. Existing literature, interviews and group discussions among PAES actors in larger Makueni district, Kenya, provided the data for the analyses. The findings show that the PAES already have various elements of adaptiveness in its policies, approaches and methods of extension provision. However, the hierarchical structure of the PAES does not augur well for self-organisation at local levels of extension provision, especially under conditions of abrupt change which climate change might trigger. Most importantly, adpativeness presupposes adaptive capacity but the lack of resources in terms of funding for extension, limited mobility of extension officers, the low extension staff/farmer ratio, the aging of extension staff and significant dependence on donor funding limits the adaptiveness of the PAES. Accordingly criteria and indicators were identified in literature with which an initial assessement of the adaptiiveneess of PAES was conducted. However this assessment framework needs to be improved and future steps will integrate more specific inputs from actors in PAES in order to make the framework operational.

Will new diagnostic criteria for diabetes mellitus change phenotype of patients with diabetes? Reanalysis of European epidemiological data

Objective: To evaluate the impact of the revised diagnostic criteria for diabetes mellitus adopted by the American Diabetes Association on prevalence of diabetes and on classification of patients. For epidemiological purposes the American criteria use a fasting plasma glucose concentration ⩾7.0 mmol/l in contrast with the current World Health Organisation criteria of 2 hour glucose concentration ⩾11.1 mmol/l.

Coalitions, Power and Institutional Change in Global Patent Politics. IES WORKING PAPER 2/2013

With the 1995 Agreement on Trade - related Aspects of Intellectual Property Rights (TRIPS), a centralised rule - system for the international governance of patents was put in place under the general framework of the World Trade Organisation (WTO). Since then, the number of patent – related institutions has increased monotonically on the multilateral, plurilateral and bilateral levels. I will explain this case of institutional change by focusing on the norm – setting activities of both industrialised and developing countries, arguing that both groups constitute internally highly cohesive coalitions in global patent politics, while institutional change occurs when both coalitions engage in those negotiating settings in which they enjoy a comparative advantage over the other coalition. Specifically, I make the point that industrialised countries’ norm – setting activities take place on the plurilateral and bilateral level, where economic factors can be effectively translated into political outcomes while simultaneously avoiding unacceptably high legitimacy costs; whereas developing countries, on the other hand, use various multilateral United Nations (UN) forums where their claims possess a high degree of legitimacy, but cannot translate into effective political outcomes. The paper concludes with some remarks on how this case yields new insights into ongoing debates in institutionalist International Relations (IR), as pertaining to present discussions on “regime complexity”.