Leading Change toward Sustainability: A Change-Management Guide for Business, Government and Civil Society

2004 ◽  
Vol 5 (2) ◽  
Keyword(s):  
Civil Society ◽  
Change Management ◽  
Leading Change

scholarly journals Leading change: Applying change management approaches to engage students in blended learning

2012 ◽  
Vol 28 (1) ◽  
Author(s):  
Diana Quinn ◽  
Yousef Amer ◽  
Anne Lonie ◽  
Kim Blackmore ◽  
Lauren Thompson ◽  
...  
Keyword(s):  
Change Management ◽  
Blended Learning ◽  
Teaching And Learning ◽  
South Australia ◽  
Learning Approaches ◽  
Design Development ◽  
Leading Change ◽  
National University ◽  
Management Approaches ◽  
The University

<span>The Australian National University (ANU) and the University of South Australia (UniSA) have embarked on Federally-funded project to collaborate in the design, development and delivery of a range of undergraduate and postgraduate courses in engineering. The collaboration investigates new ways to bring together the strengths and discipline expertise of each institution to the students of both universities, utilising blended teaching and learning approaches. The collaboration brings much change - at the organisational level in the blending of programs, at the staff level in their approaches to teaching and at the students' level in their approaches and engagement with cross-institutional blended learning. This paper focuses on how change management principles were used to guide a systematic approach to engaging students into the learning culture associated with the Engineering Hubs and Spokes Project's theme - 'Advanced Collaboration for Excellence'.</span>

Leading change at Al Asafa in the Gulf

2017 ◽  
Vol 7 (3) ◽  
pp. 1-14
Author(s):  
Vimi Jham
Keyword(s):  
Organizational Culture ◽  
Change Management ◽  
Employee Engagement ◽  
Teaching And Learning ◽  
Subject Area ◽  
Leading Change ◽  
Content Type ◽  
Chief Operating Officer ◽  
Effective Teaching And Learning ◽  
Leadership And Change

Subject area Leadership and change management, employee engagement, strategy Study level/applicability The case is designed to be an effective teaching and learning tool at the bachelors’ and master’s level business programmes in courses on leadership and change management, employee engagement, strategy courses or an elective on strategic consulting. Case overview In October 2011, Mr Abdulla became Chief Operating Officer of Al Asafa Brothers, a large privately driven organization with diversified businesses. The company’s story since then appears to be the typical slash-and-burn turnaround, but the view from the inside is far more interesting for anyone grappling with what it takes to lead a competitive organization and sustain its performance over the long term. Mr Abdulla is a straight-shooting, tough-minded, results-oriented business leader. But he is also a charismatic and persistent coach, determined to help people learn and thereby to provide his company with the best-prepared employees. Al Asafa was undergoing turmoil with a complete lack of leadership and facing financial and operational losses. There were huge cost centres. All employees started their own ventures and got into partnership with the owner and shared incentives with him. The organization kept on expanding and continued to be in huge debts thus facing losses. The case discusses the leader’s role in changing the organizational culture. Expected learning outcomes Giving students hands-on experience in developing a plan of action for a company in distress. Understanding analysis of the financial situation and suggest measures for improvement. Appreciating the involvement of employees in bringing change. Understanding the role of a leader in changing organizational culture. Subject code CSS: 11: Strategy Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals Culture and Art Education to Promote Cultural Welfare in Civil Society

2019 ◽  
Vol 8 (12) ◽  
pp. 322
Author(s):  
Song ◽  
Kim
Keyword(s):  
Civil Society ◽  
Social Welfare ◽  
Change Management ◽  
Art Education ◽  
Process Model ◽  
Educational Activity ◽  
Management Process ◽  
Critical Factors ◽  
Art Activities ◽  
Educational Sustainability

Today, intellectual education based on the various experiences and emotions of citizens through culture and art education draws attention in terms of obtaining improvements in social welfare. Citizens can become further aware of culture and art and get a wider range of benefits in cultural welfare. Culture and art education are important activities of cultural welfare. This study examines some of the successes of the Seoul Arts Center academy, which represents and hosts diverse cultural and art activities in South Korea. These activities have led to successful promotion of culture and art education for Seoul citizens. Based on Lewin’s change management process model, the cases that were analyzed focus on the change in culture and art education in the Seoul Arts Center academy. Findings from this study indicate the contribution to the improvement in cultural welfare for citizens from their engagement in activities within art education and culture. The discussion also highlights that good management of the changes in educational activity with the citizens’ needs and improvements in the maturity of civil society were critical factors for educational sustainability and success.

scholarly journals Leading Change in Difficult Times: The Role of Effective Leadership in Confronting Educational Challenges of Coronavirus Pandemic

2021 ◽  
Vol 2021 (1) ◽  
pp. 11-20
Author(s):  
Ngozi Ibeawuchi ◽  
Uzoechi Nwagbara ◽  
Yahaya Alhassan ◽  
Carlton Brown
Keyword(s):  
Change Management ◽  
Effective Leadership ◽  
Educational Institutions ◽  
Leading Change ◽  
Educational Management ◽  
Secondary Sources ◽  
Educational Challenges ◽  
Management Leadership ◽  
Difficult Times

This paper is based on understanding how effective leadership can be instrumental in confronting (potential) organisational challenges posed by the coronavirus pandemic in organisations with specific focus on educational institutions in order to effectively lead change in these uncertain times. As well-known all organisations including educational institutions are currently bedevilled by the COVID-19 (coronavirus) challenges, which constitute obstacle to effective educational leadership. In rising above these challenges and in contrast with the managerially oriented educational management, this paper argues that effective leadership can engender effective change management as well as aid educational institutions to rise above this quandary, which will ultimately lead to better student outcomes and organisational success. The methodology adopted here is based on secondary sources and consequently this paper conceptually makes some contributions to the field of educational management, leadership and change management, which would guide policymakers, academics, institutions and governments in these uncertain times. The present paper concludes by demonstrating how effective leadership aids our understanding of how to effectively confront the evils of the coronavirus pandemic in the educational context.

A framework for leading change in the UAE public sector

2015 ◽  
Vol 23 (3) ◽  
pp. 348-363 ◽  
Author(s):  
Nader Asaad Bin Taher ◽  
Vlad Krotov ◽  
Leiser Silva
Keyword(s):  
Public Sector ◽  
Change Management ◽  
United Arab Emirates ◽  
Organizational Context ◽  
Continuous Process ◽  
The Body ◽  
Future Research ◽  
Leading Change ◽  
Content Type ◽  
Management Framework

Purpose – The purpose of this paper is to guide managers on business process reengineering (BPR) and automation projects in the United Arab Emirates (UAE) public sector context. Design/methodology/approach – This paper relies on a literature review and synthesis in the areas of leadership, BPR, change management, user resistance and power to propose a change management framework. Findings – The paper argues for attention to be paid to the power relationships among various stakeholders. Stakeholder impact analysis is recommended to understand how change will impact stakeholders and shift power balances. It proposes that leadership and communication are essential for implementing change, especially given the particular cultural conditions of the UAE. Moreover, change should be a continuous process supported by communication. Research limitations/implications – As power and authority are very important elements of the UAE culture, future research should further examine the role of power in implementing organizational change in the UAE context. Practical implications – This paper proposes a ten-step change management framework that adopts the latest thinking on change management to the UAE context. Originality/value – Although change management is a well-established field, the body of knowledge that concentrates on the UAE organizational context is scant. This paper translates the latest thinking on change management to the UAE context (characterized by sensitivity to power issues and stakeholder impact) and proposes a practical framework for leading change in the UAE public sector context.

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