Transtitution: Transforming educational institutions
•Download as PPT, PDF•
0 likes•432 views
Presentation at the EFQUEL Innovation Forum 2012 in Granada.
Recommended
More Related Content
Viewers also liked
Viewers also liked (20)
Recently uploaded
Recently uploaded (20)
Transtitution: Transforming educational institutions
- 2. Individuals Higher Education today Society Technology
Editor's Notes
- The background of Transtitution model, based on the wish to sustain the DL@Web Tempus project and to converge it into a service with the help of LANETO.
- The picture behind (university lecture from the 16th century and the one in front (21st century), shall emphasize on a lack of development in this sector. It is important to push the 3 drivers (society, individuals, technology) ahead for the need to change Higher Education. The new agenda for modernization of Europe's higher education systems, published in September 2011, highlights the need to invest in people, to support future leaders and encourage the professionalization of higher education management at all levels. Transforming higher educational institutions through organizational change is one of the dimensions around which professionalization within universities across European higher education systems seem to be converging in order to strengthen the managerial institutional management.
- Displaying utopia. What would be if the leading experts would be connected and learn from one another? This is the idea of benchlearning - and indeed, it is more and more possible today through the online knowledge exchange. We see already now, how Communities of Practice are forming themselves and creating expert circles. The establishment of specialized networks and professional associations at least in certain functional areas of higher education management. These would have to be relevant platforms for coordination and knowledge exchange for administrative middle managers.
- Current problem. Even if the way seems clear to go... who should actually do it? There is a problem of overwhelmed staff, i.e. middle managers. HE administrators need more management skills but also academics with leadership and management responsibilities need to be trained regarding their professionalization. Developed and trained for new, different kinds of responsibilities, such as intensified PR work, relationships with alumni, international relations, career development, e-learning, fund-raising, and internal and external communication, all of which require special know-how as well as the involvement of managerial experts.
- The direction of a transformation can be initiated both ways: Top-down and bottom-up Academic middle managers “face the challenge of functioning at the interface between the university’s central administration and the faculties and departments where the rubber of the new marketized and strategic research environment meets the road of daily academic life” [Boyko, 2008]. The trick. It is not about doing everything alone but about facilitating actors from both top-down and bottom-up. And this can indeed be done by the middle management - but a guideline is needed.
- A general conceptual model of organizational change in higher education institutions, called “Transtitution Maturity Model (TMM)”, has been developed. The TMM is based on the assumption that an organization gradually develops higher levels of maturity in its culture, its resources and its practices, starting with external instruction to be able to apply the knowledge transmission. The second stage (application) adds practical experiences to the theoretical instruction. In a third stage, based on the theoretical knowledge and practical experiences, it is possible to share the own insights with a community. On the last level, it is envisaged to become a benchmark that inspires others to learn from the own example Why does it work? Because it is holistic and it is not condensing the work at one point but distributing it, whilst the middle management is in the facilitator role.
- the example of transformation of higher educational institutions in Serbia towards strengthening of its managerial capacity.