Presentatie dd 20 nov 2009 waarin de boodschap is dat we in onderwijsorganisaties gebruik moeten maken van de mogelijkheden die open sources (Web 2.0, 3.0) bieden, om echt invulling te kunnen geven aan doorlopende leerwegen en studiesucces
Flexibiliseren van onderwijs: ervaringen, toekomstige ontwikkelingen en mogel...robert bouwhuis
Presentatie over de pilot flexibilisering, microcredentialing en Edubadges en over wensen t.a.v. een andere inrichting van Osiris gehouden op 23 september 2020 voor het Osiris Strategisch Overleg
Synchroon Online Leren, continue vorming middels korte hoger onderwijsprogramma's door Iwan Wopereis, Open Universiteit Heerlen, The Netherlands at the Flemish Education Day 22 January 2020
To continue to compete in an increasingly competitive world, increasing demands are imposed on higher educational organizations. This has consequences for, among others, the way in which (faculty) academic middle managers and educational administrators cooperate. This paper analyses the characteristics and relationships between the (faculty) academic middle managers and the educational administrators. On the basis of a literature review and thirty-one interviews, four types of managerial-administrative relationships within the faculty will be distinguished. Then, the different forms of cooperation between academic middle managers and educational administrators that arise from these four types of relationships will be discussed. Based on this, five different factors will be identified that are of great importance for a successful cooperation between academic middle managers and educational administrators. The most important conclusion is that universities often lack a fundamentally substantive conversation between academic middle managers and educational administrators about ideas on governance and guidance within the faculty community. The lack of discourse regularly leads to dissatisfaction and causes conflicts and malfunctioning.
Presentation on the CHER2016 Conference @Cambridge. experienced influence, third space professionals, academic leadership, management, academic middle managers, educational administrators, innovation, patchwork university
Flexibiliseren van onderwijs: ervaringen, toekomstige ontwikkelingen en mogel...robert bouwhuis
Presentatie over de pilot flexibilisering, microcredentialing en Edubadges en over wensen t.a.v. een andere inrichting van Osiris gehouden op 23 september 2020 voor het Osiris Strategisch Overleg
Synchroon Online Leren, continue vorming middels korte hoger onderwijsprogramma's door Iwan Wopereis, Open Universiteit Heerlen, The Netherlands at the Flemish Education Day 22 January 2020
To continue to compete in an increasingly competitive world, increasing demands are imposed on higher educational organizations. This has consequences for, among others, the way in which (faculty) academic middle managers and educational administrators cooperate. This paper analyses the characteristics and relationships between the (faculty) academic middle managers and the educational administrators. On the basis of a literature review and thirty-one interviews, four types of managerial-administrative relationships within the faculty will be distinguished. Then, the different forms of cooperation between academic middle managers and educational administrators that arise from these four types of relationships will be discussed. Based on this, five different factors will be identified that are of great importance for a successful cooperation between academic middle managers and educational administrators. The most important conclusion is that universities often lack a fundamentally substantive conversation between academic middle managers and educational administrators about ideas on governance and guidance within the faculty community. The lack of discourse regularly leads to dissatisfaction and causes conflicts and malfunctioning.
Presentation on the CHER2016 Conference @Cambridge. experienced influence, third space professionals, academic leadership, management, academic middle managers, educational administrators, innovation, patchwork university
The original duality between academics and administrators has changed as a result of changes in the higher education field. Between academics and non-academics, a third space professionals has developed itself into an influential group. This group may be the connecting link between the two domains.
This paper describes research on the extent to which this group of the so called third space professionals is (or want to) experiencing influence on the different processes from the domains. The results show the consistence of the interacting spheres between academics and administrators and the emergence of the new third space professionals forming a new specialized buffer zone between academics and administrators. Moreover they show the archipelago that the different departments within the administrators (non-academic staff) appear to be.
This presentation explores and declares what kind of roles and activities academic middle managers fulfil. This presentation elaborates about the results of two fulfilled PhD-researches (Harboe 2013, Kallenberg, 2013) and compares the results for Danish and Dutch Higher Education.
Prisma van de verandering? De rollen van academische middenmanagers bij strat...Ton Kallenberg
Presentatie ("lekenpraatje") bij mijn promotie op het proefschrift "Prisma van de Verandering? De rollen van academische middenmanagers bij strategische innovaties in het hoger onderwijs", 23 oktober 2013, Universiteit van Tilburg.
Presentation held at the Paper Presentation Ton Kallenberg, at ECER 2012 Conference: The Need for Educational Research to Champion Freedom, Education and Development for All - Cadiz - Espania - September 18-21, 2012
Presentation about the influence of Academic Leadership on the roles of Academic Middle Managers.
The presentation is given on the Earli SIG Higher Education Conference "Creaivity and Innovation in Higher Education" in Tallinn, Estonia, August 14-17, 2012 at Tallinn University.
Middenmanagers moeten de balans vinden tussen verschillende spanningsvelden. Hoe gaan zij met deze in-between positie om tijdens strategische innovaties? Welke rollen vervullen zij daarbij?
Presentatie (in)richten van de organisatieTon Kallenberg
Het ROC Leiden verandert de strategie: vanuit unitmanagement naar centraal management. Hier past een nieuwe besturingsfilosofie bij. Deze presentatie gaat in op het traject van innovatie.
ROC Leiden verhuist haar onderwijs. Conceptueel wordt verhuisd naar Het Leids Onderwijs Model. Dit instrument helpt docenten bij het ontwerp van nieuw onderwijs. Het levert een bijdrage aan de interne kwaliteitszorg en bevorderd de discussie over onderwijs(ontwikkeling)
7. Non Scolae sed Vitae Discimus We learn, not for school, but for life. Nicht für die Schule, sondern für das Leben lernen wir. Pas pour l’école mais pour la vie nous apprenons. We leven niet voor de school, maar voor het leven Wy leare net foar skoalle, mar foar it libben.