William Allan Kritsonis, Editor-in-Chief, NATIONAL FORUM JOURNALS (Founded 1982). Dr. LaVelle Henricks, Texas A&M University-Commerce and colleagues published in national refereed journal.
Dr. William Allan Kritsonis, Distinguished Alumnus, Central Washington University, College of Education and Professional Studies, Ellensburg, Washington; Invited Guest Lecturer, Oxford Round Table, University of Oxford, United Kingdom; Hall of Honor, Prairie View A&M University/Member of the Texas A&M University System.
Dr. Henry S. Williams, Central Washington University, Published by the NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL - William Allan Kritsonis, PhD, Editor-in-Chief (Since 1982) Houston, Texas.
William Allan Kritsonis, Editor-in-Chief, NATIONAL FORUM JOURNALS (Founded 1982). Dr. LaVelle Henricks, Texas A&M University-Commerce and colleagues published in national refereed journal.
Dr. William Allan Kritsonis, Distinguished Alumnus, Central Washington University, College of Education and Professional Studies, Ellensburg, Washington; Invited Guest Lecturer, Oxford Round Table, University of Oxford, United Kingdom; Hall of Honor, Prairie View A&M University/Member of the Texas A&M University System.
Dr. Henry S. Williams, Central Washington University, Published by the NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL - William Allan Kritsonis, PhD, Editor-in-Chief (Since 1982) Houston, Texas.
Improving leadership in higher education institutionsmejastudy
Improving leadership in Higher Education institutions:
a distributed perspective
Jitse D. J. van Ameijde Æ Patrick C. Nelson Æ Jon Billsberry Æ
Nathalie van Meurs
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A Comparative Analysis of Organizational Structure and Effectiveness between ...inventionjournals
The nature of services in institutions of higher learning requires that all stakeholders play
positive roles in the sustainability of the institution’s survival and effectiveness in giving quality teaching,
research and learning. Structure and processes are core requirements for understanding organizational
effectiveness. The actual scenario in the field, however, raises concerns as to whether cases of pending work,
inefficiency, conflicts among others can be arrested by having proper structures and processes. The purpose of
the study was to assess the effect of organizational structure on organizational effectiveness, in public and
private universities in Kenya, using the case of Moi University and University of East Africa (UEA)-Baraton.
Based on the study, this paper undertakes a comparative analyisis of organizational structure and
organizational effectiveness between UEA-Baraton and Moi University and the extent to which the nature of
formalization and level of horizontal integration are antecedents to level of communication and locus of
decision-making. The study utilized a cross-sectional survey design that was descripto-explanatory in nature to
identify attributes of the study population using a small sample of individuals. Independent samples t-test was
used to test whether there was any significant difference in organizational structure and organizational
effectiveness between public and private universities. Further, the study used hierarchical regression analysis to
test the hypotheses. Based on the sample of 365 participants (300 from Moi University and 65 from UEABaraton),
the independent samples t-test confirmed that there were significant differences in organizational
structure and organizational effectiveness between public and private universities. The regression results
indicated that the locus of decision-making had positive and significant effects on productivity, stability,
resource acquisition and human resource satisfaction and development. The results highlight the need to
improve organizational structure which has positive impacts on organizational effectiveness under the
moderation of organizational processes. This move is necessitated by the accelerated pace of business
complexity today.
Examining the Effect of Role Conflict and Job Stress on Turnover Intention am...inventionjournals
The study aims to trace the impact of role conflict and job stress on Turnover intention of teachers working in the private schools in Vellore district. ‘Turnover intention’ is defined as an employee’s intention to voluntarily change the jobs or companies. Employee’s opinion on the role conflict and job stress on the Turnover intentions is analyzed through the various test methods. The selected research design is descriptive in nature and the sample size is 150 teachers. The universe of the study confines to teachers working in the private schools in Vellore district. Convenient sampling method is used for this study. Primary data is collected using the structured questionnaire and Secondary data are collected through the manuscripts of previous research works, journals, websites, etc. The purpose of the study is to evaluate the effects of role conflict and job stress on the turnover intention.
Influence of Inspirational Motivation on Teachers’ Job Commitment in Public P...inventionjournals
The purpose of this study was to establish the influence of inspirational motivation on teachers’ job commitment in public primary schools in Matinyani Sub County, Kitui County, Kenya. One research objective guided the study. The study employed descriptive survey design. The sample for the study was 25 head teachers and 169 teachers. Data was collected by use of questionnaires. Pearson product correlation coefficient was used to analyze the data. Findings revealed that there was a significant and positive relationship between inspirational motivation and teachers’ job commitment (r = .774, N = 160). Based on the findings, the study concluded that inspirational motivation increased teachers’ job commitment and thus head teachers should increase inspirational motivation which is a key to increasing teachers’ job commitment. The study suggested that comparable studies in other public primary schools should be carried out in other parts of the county to find out whether the findings can be generalized to the entire county. Secondly, since the study focused on one element of transformative leadership style, a study should be conducted to establish how other elements of transformational leadership styles influence teachers’ job commitment.
An exploratory re-search for variables representative of Academic QualityWaqas Tariq
Academic institutions have been fundamental contributors of education in the society. From tapping the talents of potential students to shaping them into responsible citizens, academic institutions have at all times played a vital role. This is the reason why quality of academic institutions has been under steady scrutiny for quality. What an institution of higher studies has to offer to students seeking to pursue their studies with it then becomes imperative. The purpose of this study is to provide an insight into the various perceptions as perceived by individuals with respect to quality of academic institution. The objective of this paper is to re-present an overview of the variables critical to the quality of an academic institution of higher studies and to indicate and /or re-emphasize upon factors that stand out important to quality in this domain. A random sample of 398 graduates from varied areas of work and study expressed their opinion about factors that they considered was most significant to academic quality. Interactions, Discussions, interviews, dialogues and questionnaires were used to consolidate the results. This paper presents a list of most extensively cited variables perceived as essential to quality education. These variables are generated from a pilot survey conducted in UAE and is a segment of an ongoing research in the areas of academic quality
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Improving leadership in higher education institutionsmejastudy
Improving leadership in Higher Education institutions:
a distributed perspective
Jitse D. J. van Ameijde Æ Patrick C. Nelson Æ Jon Billsberry Æ
Nathalie van Meurs
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A Comparative Analysis of Organizational Structure and Effectiveness between ...inventionjournals
The nature of services in institutions of higher learning requires that all stakeholders play
positive roles in the sustainability of the institution’s survival and effectiveness in giving quality teaching,
research and learning. Structure and processes are core requirements for understanding organizational
effectiveness. The actual scenario in the field, however, raises concerns as to whether cases of pending work,
inefficiency, conflicts among others can be arrested by having proper structures and processes. The purpose of
the study was to assess the effect of organizational structure on organizational effectiveness, in public and
private universities in Kenya, using the case of Moi University and University of East Africa (UEA)-Baraton.
Based on the study, this paper undertakes a comparative analyisis of organizational structure and
organizational effectiveness between UEA-Baraton and Moi University and the extent to which the nature of
formalization and level of horizontal integration are antecedents to level of communication and locus of
decision-making. The study utilized a cross-sectional survey design that was descripto-explanatory in nature to
identify attributes of the study population using a small sample of individuals. Independent samples t-test was
used to test whether there was any significant difference in organizational structure and organizational
effectiveness between public and private universities. Further, the study used hierarchical regression analysis to
test the hypotheses. Based on the sample of 365 participants (300 from Moi University and 65 from UEABaraton),
the independent samples t-test confirmed that there were significant differences in organizational
structure and organizational effectiveness between public and private universities. The regression results
indicated that the locus of decision-making had positive and significant effects on productivity, stability,
resource acquisition and human resource satisfaction and development. The results highlight the need to
improve organizational structure which has positive impacts on organizational effectiveness under the
moderation of organizational processes. This move is necessitated by the accelerated pace of business
complexity today.
Examining the Effect of Role Conflict and Job Stress on Turnover Intention am...inventionjournals
The study aims to trace the impact of role conflict and job stress on Turnover intention of teachers working in the private schools in Vellore district. ‘Turnover intention’ is defined as an employee’s intention to voluntarily change the jobs or companies. Employee’s opinion on the role conflict and job stress on the Turnover intentions is analyzed through the various test methods. The selected research design is descriptive in nature and the sample size is 150 teachers. The universe of the study confines to teachers working in the private schools in Vellore district. Convenient sampling method is used for this study. Primary data is collected using the structured questionnaire and Secondary data are collected through the manuscripts of previous research works, journals, websites, etc. The purpose of the study is to evaluate the effects of role conflict and job stress on the turnover intention.
Influence of Inspirational Motivation on Teachers’ Job Commitment in Public P...inventionjournals
The purpose of this study was to establish the influence of inspirational motivation on teachers’ job commitment in public primary schools in Matinyani Sub County, Kitui County, Kenya. One research objective guided the study. The study employed descriptive survey design. The sample for the study was 25 head teachers and 169 teachers. Data was collected by use of questionnaires. Pearson product correlation coefficient was used to analyze the data. Findings revealed that there was a significant and positive relationship between inspirational motivation and teachers’ job commitment (r = .774, N = 160). Based on the findings, the study concluded that inspirational motivation increased teachers’ job commitment and thus head teachers should increase inspirational motivation which is a key to increasing teachers’ job commitment. The study suggested that comparable studies in other public primary schools should be carried out in other parts of the county to find out whether the findings can be generalized to the entire county. Secondly, since the study focused on one element of transformative leadership style, a study should be conducted to establish how other elements of transformational leadership styles influence teachers’ job commitment.
An exploratory re-search for variables representative of Academic QualityWaqas Tariq
Academic institutions have been fundamental contributors of education in the society. From tapping the talents of potential students to shaping them into responsible citizens, academic institutions have at all times played a vital role. This is the reason why quality of academic institutions has been under steady scrutiny for quality. What an institution of higher studies has to offer to students seeking to pursue their studies with it then becomes imperative. The purpose of this study is to provide an insight into the various perceptions as perceived by individuals with respect to quality of academic institution. The objective of this paper is to re-present an overview of the variables critical to the quality of an academic institution of higher studies and to indicate and /or re-emphasize upon factors that stand out important to quality in this domain. A random sample of 398 graduates from varied areas of work and study expressed their opinion about factors that they considered was most significant to academic quality. Interactions, Discussions, interviews, dialogues and questionnaires were used to consolidate the results. This paper presents a list of most extensively cited variables perceived as essential to quality education. These variables are generated from a pilot survey conducted in UAE and is a segment of an ongoing research in the areas of academic quality
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
OMNILIFE Empresa de suplementos nutricionais com 24 anos de existência. Mais de 200 produtos sendo que 23 produtos já aprovados pela ANVISA aqui no Brasil. Empresa com a Matriz no México e fabrica própria em Colombia em breve no Brasil
Implementing communities of practice in a matrix organizationAndrew Muras, PMP
Presented at ASEM's (American Society of Engineering Management) annual conference in October 2014. It's based on work done at Pearl Harbor Naval Shipyards.
Organizational Effectiveness of Naval State University: Proposed Institutiona...Dr. Amarjeet Singh
This research sought to study the organizational
effectiveness of Naval State University (NSU), Biliran,
Philippines. It was intended to answer the organizational
effectiveness of the delivery of service by the present
academic organizational set-up in terms of: Instruction,
Research, and Community Extension. The study used the
descriptive survey method through the aid of focus group
discussion and researcher-made guided questions as the
main instrument for data collection. There were items in
the instrument that were patterned from the accreditation
activities by the Accrediting Agency of Chartered Colleges
and Universities in the Philippines (AACUP). The
researcher tapped a third party who was an expert in
conducting focus group discussions. The expert researcher
who conducted the FGD was not connected with the Naval
State University to avoid any biases. The activity of FGD
was recorded with the consent of the key informants. The
key informants were the key officials of the university. And
they come up with only one answer in each item or
indicator. The data were recorded according to the
frequencies and corresponding percentage. After analyzing
and interpreting the processed data, the Organizational
Effectiveness of NSU in the areas of: Instruction, Research
and Community Extension were rated as very effective. But
some indicators were identified for needed improvements.
And the institutional capacity building as designed in the
study should be implemented accordingly.
1. Traditional Approaches to Leaders’ Impact on OrganizationsSTatianaMajor22
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
Perception of Managerial Competencies Significant For Gulf College Educationa...inventionjournals
This study examines the perception of managerial competencies significant for gulf college educational leaders and managers. Twenty three (23) respondents are utilized in the study to measure their management skills in terms of communication, planning and administration, teamwork, strategic action, selfmanagement and multicultural. The researchers made use of descriptive-evaluative method. This is a research method that focuses on present condition with a purpose of discovering new truth such as increased extent of knowledge, new generalization, an increased insight into factors that are operating, discovery of new causalrelationship, or more accurate formulation of the problem to be solved. Specifically, descriptive-evaluative is a design that will appraise carefully the worthiness of the current study. Results show that managerial competencies of the respondents have no significant relationship with their profile. Although the result is not significant, still it is important to note that managerial competencies are reflection of effective performance of every educational leader and manager of the institution. Hence; the degree of influence of the respondents’ profile and their managerial competencies displayed that the degree of influence is not significant since the pvalue is consistently below 0.5. However, it is worthy to consider that only fifteen (15) percent of the combined indicators influenced the managerial competencies of the respondents.
The effects of human development, motivation and excellence in emerging compa...imperial Inc
Human resource development is very important to every business; hence enhancing organisation performance and employees' productivity in an organisation.
THE INFLUENCE OF ORGANIZATIONAL INNOVATION CLIMATE, CORPORATE CULTURE AND TEA...indexPub
This research focuses on the influence of organizational innovation climate, corporate culture, and team synergy on the innovative leadership of sports instructors at a Chinese university. Sample sampling was used to select from the university population using a variety of probability-based random selection methods. The sample size was approximately 50 undergraduate sports instructors per facility, with ten percent of all professors chosen for in-depth interviews in a qualitative research study.
Similar to Zeine et al. External Adaptability of Higher Education Institutions The Use of Diagnostic Interventions to Improve Agility, 2014 (20)
Analysis of external adaptability (agility) as a measure of organizational Effectiveness in Higher Education and recommendation of diagnostic testing based on the performance triangle model
Zeine et al. 2011 Organizational Culture in Higher Education, in Kazeroony, H...Rana ZEINE, MD, PhD, MBA
ZEINE, R., Boglarsky, C.A., Blessinger, P., and Hamlet, M.T. Organizational Culture in Higher Education. Chapter 3 in Kazeroony, H. (Ed.), The Strategic Management of Higher Education Institutions: Serving Students as Customers for Institutional Growth, Business Expert Press, LLC, New York, NY USA, 2011, 1st edition, pp. 19-38.
DOI 10.4128/9781606491034, ISBN-13: 978-160649-366-3 (paperback),
978-1-60649-103-4 (e-book) http://www.businessexpertpress.com/books/strategic-management-higher-education-serving-students-customers-institutional-growth
Zeine Seminar 2010, Cancer Associated Fibroblasts and Microvascular Prolifera...Rana ZEINE, MD, PhD, MBA
World Cancer Congress 2010
Presence of Cancer-Associated Fibroblasts correlates with Microvascular Proliferation which is a Poor Prognostic Factor in Neuroblastoma Tumors
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Digital Transformation and IT Strategy Toolkit and Templates
Zeine et al. External Adaptability of Higher Education Institutions The Use of Diagnostic Interventions to Improve Agility, 2014
1. Change Management
An International Journal
ontheorganization.com
VOLUME 13 ISSUE 4
__________________________________________________________________________
External Adaptability of Higher Education
Institutions
The Use of Diagnostic Interventions to Improve Agility
RANA ZEINE, CHERYL A. BOGLARSKY, PATRICK BLESSINGER, AND LUKAS MICHEL
4. CHANGE MANAGEMENT: AN INTERNATIONAL JOURNAL
management and organizational learning which impact performance (Dool, 2010; Nold III,
2012).
Creating Readiness for Change
We and others have previously demonstrated high levels of passive/defensive and
aggressive/defensive cultural styles, and low levels of constructive styles, as compared to ideal,
in higher education institutions (Sanfilippo, Bendapudi, Rucci, & Schlesinger, 2008; Zeine,
Boglarsky, Blessinger, & Hamlet, 2011). Resistance to change is generally high in organizations
with rigid leadership hierarchies, poorly aligned structures and systems, and heavily defensive
cultural profiles (Erwin & Garman, 2010). Yet, gaining a competitive advantage depends on the
willingness of organizations to continuously scan the external environment, readily evaluate new
ideas, skillfully deliver change messages and effectively implement strategic change initiatives
(Armenakis & Harris, 2009; Blanchard, 2012; Morrison & Keller, 1992-1993). To create
readiness for change, organizations need to support their members by providing an environment
where people focus on purposeful, value adding, tasks, and share what they know to unlock
creativity and accelerate growth (Jaffe & Scott, 2010; Leppitt, 2006; Nold III, 2011). Two higher
education institutions that have recently conducted notable organization wide transformations are
Lincoln University in New Zealand and Ohio State University Medical Center in the United
States (Morrison, Sargison, & Francis, 1997; Sanfilippo et al., 2008). After scanning the external
environmental and diagnosing organizational culture and outcomes, leadership teams launched
change initiatives that included efforts to add new courses/services, develop new programs,
introduce constructive cultural styles, redefine supervisory/managerial leadership interactions,
improve decision making processes and embrace technological advancements, ultimately
increasing student/client satisfaction, employee job satisfaction and financial performance
(Morrison et al., 1997; Sanfilippo et al., 2008).
Agility as a Measure of Effectiveness
The cognitive and emotional stresses associated with serial change can lead to organizational
fatigue referred to as enervative change (Dool, 2010). The challenge, therefore, is for leaders to
envision an institutional framework in which decision making at the level of individuals is
harmonized with decision making at scale, allowing for integration of rapid adaptive adjustments
(Michel, 2007). Agility is the “capacity to be consistently adaptable without having to change”,
and reflects the efficiency with which an organization responds to new situations without
requiring changes in overall approach (Haneberg, 2011, pp. 51,52). Agile systems are believed to
be stable and reliable (Hugos, 2006). In evaluating organizational effectiveness, one of the
outcomes measures that can be assessed is agility, or External Adaptability, which refers to the
extent to which an organization recognizes and responds to changes in its external environment
(Cooke & Szumal, 2000; Szumal, 2001). In this study, we evaluate the External Adaptability
needs of for-profit and not-for-profit higher education institutions using the Human Synergistics
International Organizational Effectiveness Inventory®
survey (OEI®
) (Szumal, 2001), and we
discuss the findings in light of the Sphere Advisors AG Performance Triangle and AgilityINsights
Diagnostic™
model for improving organizational agility (Michel, 2012).
Methods
Higher Education faculty and administrators from institutions located in 16 countries in North
America, Europe, India, Australia, Latin America, Africa and the Middle East participated in the
Human Synergistics (http://www.humansynergistics.com/) Organizational Effectiveness
Inventory survey (OEI®
, web-based version). The OEI®
assesses multiple factors relevant to
articulation of mission, focus, operational systems, structures and skills; and multiple outcomes
2
5. ZEINE ET AL.: EXTERNAL ADAPTABILITY OF HIGHER EDUCATION INSTITUTIONS
measures relevant to individual, departmental and organizational performance including External
Adaptability (Cooke & Szumal, 2000; Szumal, 2001). Selected data from this study including
demographics and results on External Adaptability are presented and analyzed in this paper. The
mean scores and standard errors were calculated and plotted for total respondents (n=52) and for
8 subgroups: female (n=25), male (n=26), faculty (n=25), administrators (n=20), for-profit-public
(n=4), for-profit-private (n=10), not-for-profit-public (n=30) and not-for-profit-private (n=8)
(Figure 1). OEI®
results were compared to the Historical Average (50th
percentile) taken as the
median of OEI®
responses of members from 1084 organizational units, and to Constructive
Benchmarks, based on the median of OEI®
results derived from 172 organizational units with
predominantly Constructive cultures. With the Constructive Benchmark exceeding the Historical
Average, External Adaptability scores falling below the Historical Average were considered
undesirable.
Results
Demographics of Respondents
The 52 respondents were affiliated with Higher Education Institutions in the United States (23),
India (4), United Kingdom (3), France (2), Australia (2), Canada, Wales, Spain, Denmark,
Greece, Macedonia, New Zealand, Ethiopia, Egypt, Jordan, Costa Rica and other countries. The
institutions included Doctorate-granting universities (56%), Master’s colleges / universities
(19%), Bachelor’s colleges (13%), Associate’s colleges (6%), Special Focus (2%) and other
institutions (4%). Four types of institutions were represented, 30 public not-for-profits, 10 private
for-profits, 8 private not-for-profits and 4 public for-profits.
Participants included 26 males and 25 females. More than 21% belonged to the ≥60 years
age group, 56% were in the 40-59 years age bracket, and 17% were less than 39 years old. Their
professional roles in higher education included faculty/professor (48%), director (19%), associate
dean (6%), department chair (4%), dean (4%), provost/dean academic affairs (4%), president
(2%) and undetermined (13%). The majority had spent more than 4 years at their organization as
shown in the distribution chart in Figure 1.
3
6. CHANGE MANAGEMENT: AN INTERNATIONAL JOURNAL
Figure 1. Percentage distribution of number of years spent by respondents at their present higher education institution.
External Adaptability of Higher Education Institutions is Undesirable
Scores for External Adaptability were below both the Historical Average (50th
percentile, 3.50)
and the Constructive Benchmark (3.83) for total respondents (mean 3.27 ± 0.15 SE) as shown in
Figure 2. Subgroup analysis revealed scores below the Historical Average for faculty,
administrators, males, females, and private- and public not-for-profits (Figure 2). By contrast,
scores for private for-profits (3.47 ± 0.39) approached the Historical Average, and those for
public for-profit (4.42 ± 0.58) were markedly above the Constructive Benchmark (Figure 2).
Although differences between subgroups did not reach statistical significance, trends for lower
scores were noted for females (3.19 ± 0.22), faculty (3.17 ± 0.22) and not-for-profits (private
3.04 ± 0.41, public 3.11 ± 0.16), as compared to males (3.36 ± 0.21), administrators (3.40 ± 0.25)
and for-profits respectively (Figure 2).
< 6 mo, 4% 6 mo to 1 yr,
6%
1 to 2 yrs,
6%
2 to 4 yrs,
19%
4 to 6 yrs,
23%
6 to 10 yrs,
19%
10 to 15 yrs,
6%
>15 yrs,
15%
nd, 2%Figure 1
4
7. ZEINE ET AL.: EXTERNAL ADAPTABILITY OF HIGHER EDUCATION INSTITUTIONS
Figure 2. External Adaptability of Higher Education Institutions. OEI®
Mean score ± standard error (SE) for total
respondents, and for female, male, faculty, administrator, public for-profit, private for-profit, public not-for-profit and
private not-for-profit subgroups compared to the Historical Average and the Constructive Benchmark.
Discussion
In this study, we probed higher education professionals regarding the extent to which their
institutions proactively identify and adjust to change, effectively respond to external
opportunities and threats, and rapidly implement new programs. Our results showed that the
External Adaptability of higher education institutions is less than optimal. This is consistent with
our findings that the operating culture and other causal factors, including certain systems,
structures and skills, were also less positive than corresponding benchmarks (Human-
Synergistics, 2012; Zeine et al., 2011; R. Zeine et al., 2014; Rana Zeine et al., 2014). To improve
measures of external adaptability, a deeper understanding of the determinants of agility, at all
levels of an organization, is needed.
Determinants of Organizational Agility
In a nine-year longitudinal study of organizations, Collins and Hansen analyzed leadership
characteristics in firms that excel despite uncertainty, chaos, and luck (Collins & Hansen, 2011).
They demonstrated that, contrary to popular belief, the best leaders were not more risk seeking
than others, and that these firms were neither more innovative nor faster in their decision-making
than others (Collins, 2012; Collins & Hansen, 2011). They approached uncertainty, turmoil and
disruptive change with “a mix of creativity, discipline and paranoia” which enabled them to
“recognize changes and threats early, then make rigorous decisions and take disciplined action”
(Collins, 2012, p. 4). Rather than reacting instantaneously to episodes of chaos, they watched
events unfold and made deliberate preparations, scaled innovation throughout their organizations,
and changed less in reaction to their evolving world as compared to others (Collins & Hansen,
2011).
0 1 2 3 4 5
Female
Male
Faculty
Administrators
For-profit, Public
For-profit, Private
Not-for-profit, Public
Not-for-profit, Private
Total
Historical Average
Median, 50
th
percentile
Constructive
n = 52
n = 30
n = 10
n = 4
n = 20
n = 25
n = 25
n = 26
n = 8
Mean Score ±
SE
5
8. CHANGE MANAGEMENT: AN INTERNATIONAL JOURNAL
The need for fast and effective decision-making, effective knowledge management, and
innovation are recurring themes throughout the literature on corporate agility, adaptability, and
change. Five issues that have been identified as “paramount” for success in “a world of relentless
change, ferocious competition, and unstoppable innovation” are values, innovation, adaptability,
passion and ideology; whereby, innovation is at the core of an agile organization (Hamel, 2012a,
p. 4; 2012b). Strategic flexibility is key, especially in the reconfiguration of multinational
corporations, whereby, the decision-making processes determine the level of attainable agility
and mold the ‘flexible footprints’ of each adapting organization (Maitland & Sammartino, 2012).
Nature of Higher Education Institutions
In an analysis of business continuity plans of 20 U.S. universities, arrangement in three domains
were found to be important when facing disruptive change: (1) effective configuration of
information technology systems including the establishment of communication protocols, (2)
adequate faculty readiness, and (3) adequate student readiness (Ekmekci & Bergstrand, 2010).
Institutions with the ability to “remain agile throughout the duration of a given change initiative”
maintain a high capacity to adjust both “the speed and the direction of change efforts” (Ekmekci
& Bergstrand, 2010, p. 26). Institutions with deficiencies in adjusting speed make “frequent
changes in direction” resulting in a “volatile trajectory”, while those with deficiencies in
adjusting direction often miss their targets by “following a projectile trajectory”, and institutions
that “can neither alter speed nor direction” become “docile” and unable to compete (Ekmekci &
Bergstrand, 2010, pp. 26-27). Efforts to improve External Adaptability may be hampered by the
“institutional resistance” that characterizes higher education institutions (Macfadyen & Dawson,
2012; Tagg, 2012). Yet, our results indicate that there is awareness among faculty and
administrators, males and females, that their institutions are not optimally adaptive, which could
be interpreted as a sign of readiness to explore new ideas (Figure 2). Achieving higher agility
requires the adoption of leadership styles and managerial systems that optimize the integration of
good decision-making by the people who have the specific knowledge and expertise relevant to
any particular issue or circumstance.
The Performance Triangle
The Performance Triangle is a conceptual model of agility composed of three primary elements:
Systems, Leadership, and Culture (Michel, 2013). Because decisions are made by people, the
Performance Triangle places People at the center of the model (Figure 3).
6
9. ZEINE ET AL.: EXTERNAL ADAPTABILITY OF HIGHER EDUCATION INSTITUTIONS
Figure 3. Performance Triangle. Adapted from “The Performance Triangle: A diagnostic tool to help leaders translate
knowledge into action for higher agility” p.8. By Michel, 2013. Copyright 2013 by AgilityINsights Diagnostic™.
The Performance Triangle frames the requirements for higher agility and speed as measures
of organizational success. People power the system by contributing their unique skills, expertise,
and experience. Determinants of superior decision making include (a) the awareness to sense
early warning signs of changes in the internal or external environment, (b) the skill to identify
and distill relevant information, and (c) the readiness to react quickly in order to have an impact
on outcomes. For an organization to harness the energy and capacity of its people, it must find
ways to ensure that all members are given the opportunity to work to their fullest potential. Agile
organizations aim to facilitate self-determination, self-control, self-initiative, and responsibility
rather than applying rigid, inflexible, and slow-reacting command-and-control mechanisms of
governance. Collective success is made possible through communication, collaboration and
relationship building within and throughout the organization. The Performance Triangle
illustrates an organizational design and philosophy that connect the knowledge and talents of the
people who are needed to make effective and timely decisions within an organization (Figure 3).
It has been proposed that coaching can empower individuals to perform at their highest
potential by winning at their “inner game” and overcoming their self-doubt, fear, biased-focus,
limiting concepts or assumptions that distort perceptions, decisions, behaviors, actions and stress
that interfere with, and diminish, performance (Gallwey, 2000; Whitmore & Gallwey, 2010).
Indeed, there is an infinite array of personal and organizational conditions that can degrade
communication and, ultimately, interfere with the decision-making process. Awareness, choice,
and trust help people to focus their attention on what matters. Desired focus is attainable in
environments where individuals, and the collective, develop sharpened awareness and keen
abilities that allow them to compensate for distractions and noise (Gallwey, 2000). Reaching a
state of flow, the state where performance and creativity are at a peak, must be a primary
objective at all levels of an agile organization (Csikszentmihalyi, 1997). Control systems are
needed to manage both evolutionary and revolutionary change by formalizing beliefs, setting
boundaries on acceptable strategic behavior, defining and monitoring performance variables,
encouraging debate and discussion about uncertainties, communicating new strategies,
Figure 3
7
10. CHANGE MANAGEMENT: AN INTERNATIONAL JOURNAL
establishing targets, and securing attention to new strategic initiatives (Simons, 1994). In facing
the unknown, effective responses necessarily require novel, creative and untried ideas. An
organization’s ability to respond becomes a function of the ingenuity of its people, the ability of
the organization to harness that ingenuity, and the available resources. In support of this, leaders
need to design frameworks for interaction, and systems with rules, routines and tools that enable
people to relate, collaborate, and focus on a common purpose (Figure 4).
Figure 4. Organizational Relationships to Achieve Flow and Enable The Inner Game. Adapted from “The Performance
Triangle: A diagnostic tool to help leaders translate knowledge into action for higher agility” p.16. By Michel, 2013.
Copyright 2013 by AgilityINsights Diagnostic™.
At the top of the Performance Triangle is Success, representing the ultimate purpose of
management (Figure 3). Organizational Culture creates shared context, enables or inhibits
knowledge transfer, and defines the boundaries of collaboration (Bolman & Deal, 1991; Ruggles,
1998). The organizational culture, leadership styles, structures, and reward systems provide a
social context for knowledge creation which either enables or constrains relationships and
interactions (Nonaka & von Krogh, 2009). Indeed, organizational culture can constitute a bottle-
neck that limits knowledge sharing, creativity, and success. In the broadest sense, leadership is
embodied by effective communication and interaction with others at all levels throughout the
organization. In the Performance Triangle, systems represent the institutional framework with
rules, routines, and tools that set the stage for rigorous and disciplined leadership (Figure 3).
Through time, operating cultures unintentionally deviate from ideal cultures in many
organization including higher education institutions (Sanfilippo et al., 2008; Zeine et al., 2011).
When this happens, senses are likely to be numb, mistrust prevails, and tight rules prevent people
from capturing opportunities. As such, people face an adverse “outer game” – external challenges
beyond their abilities. Challenged by both, the inner and outer games, performance is
compromised and people are unable to work at their full potential (Gallwey, 2000; Somers,
2009).
Recommendations
Need for Investigating Agility in Higher Education Institutions
We recommend that Higher Education institutions undergo diagnostic evaluations and in-depth-
analysis of their current organizational agility. This could be accomplished either as part of a
general needs assessment for organizational culture or organizational effectiveness, or as a
separate study that is purely focused on determinants of organizational agility. Insight gained
could establish a starting point for constructive dialogue, and could guide future strategic
planning. The AgilityINsights Diagnostic™ is a comprehensive assessment tool that analyzes an
organization’s capability to adapt in an ever-changing external environment
(http://www.agilityinsights.com/). It generates scores for an array of managerial and leadership
parameters and has been developed over a 15-year period. High scores suggest desirable levels of
Figure 4
8
11. ZEINE ET AL.: EXTERNAL ADAPTABILITY OF HIGHER EDUCATION INSTITUTIONS
productive conversations with employees on direction, performance, beliefs, and boundaries.
Interpretation of results is based on data collected from 50 organizations demonstrating the
existence of meaningful and statistically significant relationships between culture, leadership,
systems, and success (Table 1, p-values < 0.05).
Table 1: Relationships between Organizational Culture, Leadership, Systems and Success
identified by the Agilityinsights Diagnostic™ Performance Triangle model.
Relationships, n = 50 α, intersection β, slope Correlation coefficient
Leadership – culture 26 0.61 0.55
Systems – culture 24 0.66 0.56
Systems – leadership 20 0.73 0.69
Culture – success 45 0.42 0.52
The strongest positive correlation identified is between systems and leadership (r=0.69). The
1:1 relationship between culture and systems indicates that organizations with superior systems
are likely to have a productive culture. Every system is a bureaucratic intervention. Systems are
necessary to support effective management and leadership and to help establish and maintain a
healthy culture. Small changes in systems have a significant effect on leadership, and there is no
leadership without systems (low intersection point). The challenge for any organization is to
create a positive environment that encourages people to work together to share what they know
and collaborate effectively. A productive culture increases the probability of success. Nold
(2012) showed that firms with higher levels of credibility, fairness, respect (collectively trust),
pride, and camaraderie significantly outperformed comparable firms in the same industries in
value creation, operational performance, and growth rate.
Conclusion
Higher education institutions can explore strategies to increase the speed and quality of decision-
making with a view to improving their External Adaptability. Agility is an essential capability
when coping with volatility and uncertainty. The Performance Triangle is a diagnostic model
and philosophy that combines culture, leadership, and systems to maximize flow and
performance in ways that would enhance organizational agility. The starting point for
implementing the Performance Triangle concepts is to diagnose the current operational state in
order to identify gaps between what executives think is going on and what is actually happening.
This process requires deep introspective and meaningful dialogue to understand the patterns of
behavior and the attributes that currently exist within an organization. Asking difficult questions
to stimulate critical thinking and honest evaluation becomes a key first step in the process. Real
solutions that are effective, timely, and long-lasting, result from self-mentoring as an outcome of
exploring people-centric aspects of the organization.
9
12. CHANGE MANAGEMENT: AN INTERNATIONAL JOURNAL
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14. CHANGE MANAGEMENT: AN INTERNATIONAL JOURNAL
ABOUT THE AUTHORS
Dr. Rana Zeine: Saint James School of Medicine, USA
Dr. Cheryl A. Boglarsky: Human Synergistics International, USA
Patrick Blessinger: International Higher Education Teaching and Learning Association, USA
Lukas Michel: CEO & Partner, Owner, Founder and MD, Sphere Advisors, Switzerland
12
15. Change Management: An International Journal
is one of four thematically focused journals in the
collection of journals that support The Organization
knowledge community—its journals, book series,
conference and online community.
The journal investigates the dynamics of negotiating
organizational change, and organizational responses
to social, stakeholder and market change.
As well as papers of a traditional scholarly type, this
journal invites case studies that take the form of
presentations of management practice—including
documentation of organizational practices and
exegeses analyzing the effects of those practices.
Change Management: An International Journal is a
peer-reviewed scholarly journal.
ISSN 2327-798X