Framing Your Future Through Employee Engagement

2022 ◽  
pp. 94-110
Author(s):  
Matthew Williwam Hurtienne
Keyword(s):  
Higher Education ◽  
Employee Engagement ◽  
Higher Education Institutions ◽  
Organizational Level ◽  
Institutions Of Higher Education ◽  
Change Models ◽  
Education Leaders ◽  
Higher Education Leaders ◽  
University Leaders

There are many diverse demands and pressures on institutions of higher education. We are now at a time where innovation is required for many higher education institutions' survival and sustainability. However, university leaders should not look to old archaic change models to determine a way forward. Institutional leaders should look for methods to engage all generations of their workforce and decrease the level of resistance to the proposed change. This chapter looks at employee engagement and provides a model that higher education leaders can deploy to stimulate employee engagement and innovation. Framing Your Future is a model that can easily be deployed at a team, department, or even organizational level.

scholarly journals Leadership and Management: Case Studies in Training in Higher Education in Africa

2015 ◽  
Keyword(s):  
Higher Education ◽  
Evaluation Studies ◽  
Historical Context ◽  
Leadership And Management ◽  
Education Leaders ◽  
Starting Point ◽  
African Higher Education ◽  
Higher Education Leaders ◽  
Training Programmes ◽  
University Leaders

There has been a resurgence of interest in training programmes for higher education leaders and management (HELM) at African universities in recent times. Although there have been a few cases of evaluation studies of such programmes in Africa, a more systematic review of the lessons learnt through these programmes has not been done. This book aims to document and reflect on the learnings from intervention programmes at three African higher education councils. It is clear that university leaders face many leadership and management challenges. This is the starting point of the book. More specific questions that are addressed include: The book commences with an introduction that sets the historical context for this initiative. The remainder of the book is divided into three main parts:

scholarly journals Global Higher Education: Examining Response to the COVID-19 Pandemic Using Agility and Adaptability

2021 ◽  
Vol 5 (1) ◽  
pp. 10
Author(s):  
Thomas J. McCormack ◽  
Pamela A. Lemoine ◽  
Robert E. Waller ◽  
Michael D. Richardson
Keyword(s):  
Higher Education ◽  
Higher Education Institutions ◽  
Global Pandemic ◽  
Education Leaders ◽  
Higher Education Leaders

Global higher education institutions are significantly impacted by a key component of chaos during challenging times: the ability to effectively respond to ambiguity and uncertainty. Today’s COVID-19 global pandemic created a challenge so quickly that higher education leaders had little opportunity to assess, evaluate and make informed judgments. The dynamics of the situation presented more complexities than ever previously faced. Global higher education institutions with the ability to manage ambiguity and uncertainty can successfully survive. Conversely, the inability to cope with change could lead to failure. 

Disrupting Structural Whiteness in Higher Education

2021 ◽  
pp. 306-325
Author(s):  
Chris Corces-Zimmerman ◽  
Deborah E. Southern
Keyword(s):  
Higher Education ◽  
White Supremacy ◽  
Shared Responsibility ◽  
Institutions Of Higher Education ◽  
Racial Equity ◽  
White People ◽  
Exclusionary Practices ◽  
Education Leaders ◽  
Institutional Structures ◽  
Higher Education Leaders

For more than a century, students and higher education leaders, practitioners, and scholars have imagined and implemented strategies to subvert racism and advocate for racial equity within U.S. higher education. However, racist campus climates and exclusionary practices persist because institutions of higher education themselves are structurally rooted in whiteness and white supremacy. In this chapter, the authors connect their social and political subjectivities as white scholars with their dedication to the dismantling of structures of whiteness within higher education in order to present one way to transform institutions. Through the presentation of theoretical and practical examples, they make the case that it is the shared responsibility of white leaders across the spectrum of higher education to take action against the racialized policies and norms that privilege white people by examining and abolishing institutional structures that support whiteness. Ultimately, the fight for equity and justice in higher education must center the challenging of structural manifestations of whiteness.

scholarly journals White Higher Education Leaders on the Complexities of Whiteness and Anti-Racist Leadership

JCSCORE ◽  
2021 ◽  
Vol 7 (1) ◽  
pp. 46-82
Author(s):  
Dustin Evatt-Young ◽  
Brandy Bryson
Keyword(s):  
Higher Education ◽  
White Supremacy ◽  
Phenomenological Study ◽  
Higher Education Institutions ◽  
Racial Equity ◽  
Global Pandemic ◽  
Strategic Plans ◽  
Education Leaders ◽  
Racialized Violence ◽  
Higher Education Leaders

In the midst of a global pandemic, racialized violence, and civil unrest, higher education leaders are faced with a difficult reality as their constituents call for meaningful engagemen­­­t and leadership. While many higher education institutions claim to value racial equity and inclusion and have identified them as hallmarks in their mission statements or strategic plans, a culture of whiteness and everyday white supremacy continue to plague higher education institutions. Given the limited research that examines White higher education leaders’ perspectives on race, racism and anti-racist leadership efforts, this critical phenomenological study explores how ten White higher education leaders navigate racial equity efforts at their institutions and the role their racial identity plays in the process. Specifically, this study examines the complexities and intricacies of whiteness in higher education and offers insight into the development of anti-racist policies, practices, and tools for White higher education leaders to begin thinking about their work in relation to their whiteness.

scholarly journals The Impact of COVID-19 on the Internationalization of Higher Education

2021 ◽  
Vol 6 (1) ◽  
pp. 25
Author(s):  
Simon Kanjera
Keyword(s):  
Higher Education ◽  
Teaching Methods ◽  
Higher Education Institutions ◽  
Decision Makers ◽  
Internationalization Of Higher Education ◽  
Student Management ◽  
Education Leaders ◽  
New Challenges ◽  
Higher Education Leaders ◽  
The Impact

The COVID-19 pandemic has posed new challenges to global higher education, and higher education institutions have made innovations in teaching methods, student management and evaluation mechanisms. At a time when huge efforts have been made to transform and improve higher education in Africa, the COVID-19 pandemic could destabilize the higher education sector with serious consequences. This paper focuses on some of these implications in order to enable higher education leaders, decision makers, and other stakeholders to reflect and prepare adequately to address these issues.

scholarly journals MODELLING THE STAKEHOLDER ENVIRONMENT AND DECISION PROCESS IN THE U.S. HIGHER EDUCATION SYSTEM

2021 ◽  
Vol 19 (01) ◽  
pp. 131-149
Author(s):  
Ann Saurbier
Keyword(s):  
Higher Education ◽  
Decision Process ◽  
Process Model ◽  
Higher Education Institutions ◽  
The United States ◽  
Accreditation Process ◽  
American Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders ◽  
Stakeholder Environment

Purpose – As higher education continues to be buffeted by challenges, college and university leaders must find a way to respond to these environmental forces. In the United States, accreditation plays an increasing role in the quality control and improvement process. The goal of this research is to gain a deeper understanding of this decision environment, and the stakeholders within that system, such that American higher education institutions may set and achieve goals more effectively. Research methodology – Grounded theory is utilized to create a conceptual framework depicting the American higher education stakeholder system. In addition to placing the actors within the system, this research is also designed to generate a stakeholder-focused institutional decision process model. Findings – When viewed in a systemic context, the accreditation process assumes a unique placement among the other critical stakeholders. With this understanding, higher education leaders may better understand, balance, and integrate the concerns of their various stakeholders, in a stakeholder-focused decision process. Research limitations – While integrating multiple theories, to depict the American higher education stakeholder system and a stakeholder-focused decision process, this research does not operationalize or undertake the empirical testing of these theoretical models. Practical implications – The influence of the dynamic external environment and the accreditation process combine to create extremely challenging decision-making conditions for higher education leaders. The ability to improve and balance the quality and ethical nature of decisions that impact their various stakeholders may assist these leaders in more accurately meeting both their institutional goals and the public good goals of higher education. Originality/Value – This study specifically seeks to integrate multiple theoretical constructs within the American higher education environment and accreditation process. The creation of a theoretical model that depicts not only the stakeholder environment but also a stakeholder-focused decision process may assist all higher education institutions.

Influence of the characteristics of competences on the employability of graduates of Higher Education Institutions

2020 ◽  
Vol 3 (3) ◽  
Author(s):  
Miguel Cueva Zavala
Keyword(s):  
Higher Education ◽  
Labor Market ◽  
Public Sector ◽  
Human Resources ◽  
Human Resource ◽  
Higher Education Institutions ◽  
Education Institution ◽  
Institutions Of Higher Education ◽  
Contemporary World ◽  
Active Population

This research has a singular and notable importance, because if something should concern a Higher Education Institution, it is knowing what is the destiny within society of the human resource trained in its classrooms, that product that the institution delivers to the community who are its graduates and professionals. For the Institutions of Higher Education it is satisfactory on the part of employers, that the training received in the Institution of Higher Education is indicated, that the majority of graduates and professionals are incorporated into the occupational market; that is to say; some exercise their profession and others do it in occupations that do not correspond to their profession, which is justified, being aware that one of the great problems of the contemporary world is undoubtedly the lack of demand for human resources for stable work, which according to Authorized and reliable studies of every 10 people who join the economically active population, only 3 have real possibilities of fully joining the labor market, either in the private or public sector.

scholarly journals Organizational Change Management in Higher Education through the Lens of Executive Coaches

2021 ◽  
Vol 11 (6) ◽  
pp. 269
Author(s):  
Dimitrios Vlachopoulos
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Management ◽  
Academic Community ◽  
Structured Interviews ◽  
Organizational Change Management ◽  
Executive Coaches ◽  
Leadership In Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

scholarly journals Revenue efficiency in higher education institutions under imperfect competition

2016 ◽  
Vol 32 (4) ◽  
pp. 282-295 ◽  
Author(s):  
Geraint Johnes ◽  
John Ruggiero
Keyword(s):  
Higher Education ◽  
Imperfect Competition ◽  
Monopolistic Competition ◽  
Higher Education Institutions ◽  
Institutions Of Higher Education ◽  
Revenue Efficiency ◽  
Academic Year ◽  
Modelling Process ◽  
Selection Of

A number of studies have considered the evaluation of efficiency in higher education institutions. In this paper, we focus on the issue of revenue efficiency, in particular ascertaining the extent to which, given output prices, producers choose the revenue maximising vector of outputs. We then relax the price taking assumption to consider the case in which the market for some outputs is characterised by monopolistic competition. We evaluate efficiencies for English institutions of higher education for the academic year 2012–13 and find considerable variation across institutions in revenue efficiency. The relaxation of the price-taking assumption leads to relatively small changes, in either direction, to the estimated revenue efficiency scores. A number of issues surrounding the modelling process are raised and discussed, including the determination of the demand function for each type of output and the selection of inputs and outputs to be used in the model.

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