Wednesday, 22 December 2010

organisational trust - research notes

Newton's conclusion is that implementation of policy is always interpretive.

Newton (2002) Barriers to Effective Quality Management and Leadership

This paper is looking specifically at two 'problem' departments in one university. Note: Newton has written on this area before perhaps this is an author to have a closer look at. It's uses Handy's psyc contracts (1984 1993) as a basis for examination

Impact of quality in H.E. The Trowler paper (1994) looks at HE rise of management and withdrawal of trust

"Martin Trow (1996) accountability is an alternative to trust, and efforts to strengthen it usually involve parallel efforts to weaken trust, and he adds that accountability and cynicism about human behaviour go hand in hand. So we can see that quality assessment and accreditation can also be used as a replacement for trust in institutions."

the connection of growth of quality 'industry and burden' and de-professionalisation of academic

2. the conceptualisation of leadership and change

There has been a slow movement from McNays' (1995) 'collegiality' of close cultural values and shared beliefs to more clored groups exemplified by Bechers' (1989) 'tribes and territories'. Changes as seen as managed or analysed for Brunes (1996) changes cannot be planned for but must be emmergent in order to cope with complexity

Newton (2002) uses Geertz (1973) 'thin' to thick' descriptions Using a 5 year ethnographic study, with questionnaires, tape-recorded interviews and desk research of institutional documents. Geertz, C., (1973). The interpretation of cultures: selected essays. New York, Basic Books

The two departments in Newton's study (2002) are sceptical over new quality and pull against it for a range of different reasons. Relating this to psychological contract, Handy's definition 'sets of expectations, between individuals and the different sub-organisations to which they relate within the organisation as a whole"

Ramsden (1995) discusses the implications of the seemingly permanent institutional angst.

198 199

Marris (1975, p156) change is like bereavement - there is a natural process that must be allowed to happen. Trying to ignore this will not help the process or speed it up

4.4 reciprocal accountability and mutual trust

Quality systems can be seen as a distrust of staff ability.

Ramsden (1998) see aspects of academic culture allowing misunderstandings to take place p110

Meade (1997 p3) it's all about good leadership members of the university community experience a climate that promotes a sense of trust, and hence a willingness to engage in change for improvement.

Meade, P. H., (1997). Challenges facing universities: quality leadership and the management of change. Dunedin, University of Otago

Harvey (1995 p 35) new collegialism and cloisterism are opposite ends of openness spectrum

lipsky 1980 street level bureaucrats - no management system can totally control this group, they implement the process at the sharp end. What is needed in stressing ownership and self assessment

middlehurst and gordeon 1995 unis as loosely-coupled systems (Weick 1976)

conclusion - implementation of policy is always interpretive


Posted via email from abstractrabbit (Jim Turner) posterous

No comments:

Post a Comment