Literaturnachweis - Detailanzeige
| Autor/inn/en | Simsek, Hasan; Aytemiz, Dilkan |
|---|---|
| Titel | Anomaly-Based Change in Higher Education: The Case of a Large, Turkish Public University. |
| Quelle | (1996), (34 Seiten)
PDF als Volltext kostenfreie Datei |
| Sprache | englisch |
| Dokumenttyp | gedruckt; online; Monographie |
| Schlagwörter | Administrative Policy; Change Strategies; Educational Policy; Educational Practices; Foreign Countries; Higher Education; International Education; Organizational Change; Program Effectiveness; Public Education; Public Opinion; School Restructuring; Turkey |
| Abstract | This paper analyzes an institutional change in a large, Turkish public university, the Middle East Technical University (METU), by using an anomaly-based organizational change model. The model explains change as an organizational response to anomalies caused by internal and external organizational conditions. The study used a qualitative case study design that included interviews with 51 individuals: deans, department heads, faculty, students, unit heads, and administrative personnel. Open-ended interviews, typically about 45 minutes, were used with the informants to elicit their ideas on the most important issues or problems facing the University. Interviews were audiotaped and later transcribed, yielding about 200 pages for thematic content analysis. Various institution-specific documents were also reviewed as secondary source data, such as speeches, administrative memos, bulletins, statistical information, and historical documents. Interview findings identified six sets of major organizational issues facing METU: general status, students, academic staff, administration and governance, teaching and learning, and physical infrastructure and facilities. These are compared with a separate set of anomalies, devised from the document study, that are attributed to changes sought by the president of the institution. A great deal of overlap was found between the two sets with some differences in the community direction and spirit. Results confirm that recognition of anomalies does not require the executive touch; they are commonly recognized and framed by the organizational community. It is noted that the community of 51 interviewees detected more subtle anomalies than the presidential administration. (Contains 43 references.) (NAV) |
| Erfasst von | ERIC (Education Resources Information Center), Washington, DC |
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