ACPET Journal for Private Higher Education

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Introducing
The ACPET Journal for
Private Higher Education
Prof Hilary Winchester
Chair, Journal Editorial Board
Director, Hilary Winchester Pty Ltd
The ACPET Journal for Private Higher Education
• A new, biannual publication for scholarly
activities on the theory and practice of
higher education in the context of the
private sector.
• Provides a new opportunity to develop
and enhance the scholarly understanding
of the private higher education sector,
and is a key outlet for the sharing of good
practice.
The ACPET Journal for Private Higher Education
Articles on the following topics related to the private education sector are
considered:
– higher education policy and practice
– teaching, learning and curriculum design
– quality assurance
– postgraduate education
– academic leadership and management
– academic work.
Article formats include traditional academic research articles,
comparative reviews, case studies as well as empirically-based papers.
Inter-disciplinary and comparative international perspectives are
welcome.
The ACPET Journal for Private Higher Education
• The inaugural issue of the ACPET online journal was launched on
27 June 2012. It is freely available to be read and downloaded
from the ACPET website at http://www.acpet.edu.au/
• The journal received widespread recognition and very positive
feedback. The journal website received over 4000 hits over 3
months.
The ACPET Journal for Private Higher Education
The journal aims to:
• be relevant to the private higher education sector
• provide rigorous, up-to-date research
– raising expectations
– ‘double-blind’ peer-reviewed by an editorial team of
scholars
– ratified by Editorial Board
• reach educators, scholars, students, practitioners, policymakers and consultants in Australia and around the world.
Contributing factors to the founding of journal
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The journal meets an unfulfilled need.
According to Ryan (ACPET Journal, issue 1, 2012), private higher education
has grown so rapidly that it now represents 50 per cent of providers and 10 per
cent of students.
Research about, and by the private education sector in Australia and around the
world has largely been ignored. There is increasing interest in the field of private
higher education by researchers.
The journal reflects ACPET’s visionary thinking, its significant support, and its strategic
positioning in a growing industry.
Introduction of a new regulatory framework for the private higher education sector.
Development of new technology and media enables wide and faster circulation of
online journal.
A superb editorial team (Editorial Board, Editor, and Reviewers) that works hard and is
committed to ensure high quality of articles.
A new regulatory framework
• From the 30 January 2012 the Tertiary Education Quality and
Standards Agency (TEQSA) assumed the regulatory functions of
all higher education providers.
TEQSA has developed a new regulatory framework and new
standards.
According to TEQSA PROVIDER CATEGORY STANDARDS, a higher
education provider must now meet the following criterion to be
registered/re-registered as a “Higher Education Provider”:
 The higher education provider’s academic staff are active in
scholarship that inform their teaching, and are active in
research when engaged in research student supervision.
The ACPET Journal for Private Higher Education
The journal’s inaugural edition showcases
– the institutional diversity
– the breadth of interest and expertise in private higher
education
– the quality of scholarship of researchers in Australia
and beyond who are interested in the myriad of issues
relevant to private higher education.
Process for publication
• Papers are submitted for publication by due date.
• Papers are double-blind refereed (unnamed, by two
reviewers).
• Papers may:
– be accepted in present form (no changes required)
– require ‘minor revisions’
– require ‘major revisions’
– be declined.
Journal Issue 1, 2012 - Submissions
12 papers were submitted for issue 1 of the journal.
Outcome of review process:
• two papers declined (content not relevant to private
education sector)
• five papers accepted for publication after minor revisions
completed
• five papers required to resubmit after ‘major revisions’
completed. Resubmitted papers will be considered for
publication in following issue(s).
Journal Issue 1, 2012 – Articles published
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Growth and consolidation of the Australian Private Higher Education
Sector (Peter Ryan, Peter Ryan & Ass)
Was it worth it? The effectiveness of external quality audit in a private
higher education institution (Mahsood Shah, RMIT University)
Developing a strategic capability for student engagement using social
capital: A case study at a pathways college (Kathleen Mendan, Swinburne
College)
The Australian School of Management’s business degree curriculum: An
innovation in collaborative symbiosis (Alfred Ogle, Eunice Liu & Alan
Williams, Australian School of Management; Steffern Zorn, Curtin
University)
Curriculum review at a New Zealand private college: Dissecting the
knowledge typology, curriculum logic, and cognitive complexity (Robyn
Carruthers & Patsy Paxton, South Pacific College of Natural Therapies, NZ).
Evolution of journal in future
Editorial Board is considering a range of issues:
• advertisement in journal
• ways of further disseminating journal
• inclusion of articles written by specialists, advisors
on topics of wide/particular interest
• inclusion of reviews of books/articles.
• A broad range of topics and approaches can be developed,
including comparative studies, policy changes and their
implications, and issues of governance and management.
Invitation to contribute
We invite you to contribute an article on the issues and
debates that are of particular interest to you, and/or have
been raised at this conference.
Deadline for issue 2 is Monday 10 September 2012.
Submissions are also accepted on a continuous basis.
Issue 2 will be published in early December 2012.
For further information contact the Journal Editor,
Dr Laura Hougaz (refer to flyer in conference satchel)
The quality stamp
CHANGE IMPLEMENTATION
IN AN EDUCATIONAL CONTEXT ©
Suzie Haddock
Director of Education
JMC Academy
CHANGE IMPLEMENTATION
• Change as an internal challenge
• Senior managers know what has to be done
• Middle managers and other employees may rebel against the change
• Depending on the level of change staff will work out whether they want to
remain employed in an institution which has changed
THE HARD WORK OF BEING A SOFT MANAGER
WH Peace
HBR, 2001
Internal communications are said to be integral to employee’s
clarity of purpose and employee advocacy in shaping the
organisation’s external reputation.
They are also a critical success factor for change
or transformation programs.
(Nicholson, 2010)
EXTERNAL POLITICAL AND LEGISLATIVE
REQUIREMENTS
GOAL:
Ensure that staff understand the reasons for the change itself
ACTIONS: Create a plan to communicate the change
Decide which tools to use and for what
Recognise those who follow the plan; gently nudge those who don’t
Model, reinforce and constantly refer to the plan
THE INNOVATION PROCESS
(Beckman and Barry 2007)
THE INNOVATION PROCESS
3. Tell me what’s missing
2. Show me something new
1. Make me care
4. Show me opportunities
5. Make it tangible
(Beckman and Barry 2007)
KOUZES AND POSNER - 1987
The Five Practices and Ten Commitments
Model the Way (or make me care)
1. Find your voice by clarifying your personal values
2. Set the example by aligning actions with shared values
THE FIVE PRACTICES AND TEN COMMITMENTS
Inspire a Shared Vision (show me something new)
3. Envision the future by imagining exciting and ennobling
possibilities
4. Enlist others in a common vision by appealing to shared
aspirations
THE FIVE PRACTICES AND TEN COMMITMENTS
Challenge the Process (tell me what’s missing)
5. Search for opportunities by seeking innovative ways to
change, grow, and improve
6. Experiment and take risks by constantly generating small
wins and learning from mistakes
THE FIVE PRACTICES AND TEN COMMITMENTS
Enable Others to Act (show me opportunities)
7. Foster collaboration by promoting cooperative goals and
building trust
8. Strengthen others by sharing power and discretion
THE FIVE PRACTICES AND TEN COMMITMENTS
Encourage the Heart (Make it tangible)
9. Recognize contributions by showing appreciation for individual
excellence
10. Celebrate the values and victories by creating a spirit of
community
MOTIVATION TO CHANGE
A large international study published in 2009 found that when it
comes to management skills, Australian companies are not great
performers. And that has a direct impact on our productivity.
The main problem? Talent and ideas are not always recognised
by managers.
COMPANIES ARE ONLY GOING TO SURVIVE IF
THEY ARE AGILE
Most importance is the cross boundary thinking that allows a person to acquire (and to do)
much better problem solving in their area.
We need innovation and a way of doing things better.
We haven’t translated innovation into the market place – we have ideas but they tend to be
stifled rather than encouraged.
Management is absolutely key to our prosperity in the future: the growth of productivity, and
the contribution to sustainability and social inclusion.
Professor Roy Green
Dean of the Faculty of Business at the University of Technology, Sydney
THE INNOVATION CIRCLE
FOUR CRITICAL CHALLENGES
IABC, 2010
• Motivate employees to align with the business strategy
• Leadership and management communication
• Managing information overload
• Measure the return on investment
MOTIVATE EMPLOYEES TO ALIGN WITH THE
BUSINESS STRATEGY
• We made staff understand that the change was going to
improve how they felt about the business;
• Empower middle managers to make more decisions but to be
held accountable for those decisions;
LEADERSHIP AND MANAGEMENT
COMMUNICATION
• Track the amount of communication that is sent out – emails,
workshops, phone calls, meetings, messages from colleagues –
they all add to the load;
• Timing is very important – too soon and its forgotten, too late
and there is not enough time to digest the information and act
on it;
• Set up a communication plan – try and stick to it!
MANAGE INFORMATION OVERLOAD
• Set up a communication plan – try and stick to it;
• Plan what you will do (and when) if staff don’t get back to
you by the deadline.
MEASURE THE RETURN ON INVESTMENT
• Sense of pride in the organisation;
• Feeling of having contributed to the change;
• Understanding of need for change;
• More able to deal with it next time.
INTERNAL OR ORGANISATIONAL
COMMUNICATION
The goal of organisational communication:
• is free flowing transfer of information (Carlopio, 2008),
• empowerment of staff to enact tasks efficiently (Hubbard, 2008)
• adapt to organisational change effectively (Beatty, 2003; Sinickas, 2010)
• effective business mergers (Harland Clarke – C Barton, 2009), and
• a higher level of engagement by all stakeholders in organisational goals
(McCarthy, 2006)
WHAT WOULD I DO DIFFERENTLY?
• Keep up with the newsletter (make a plan)
• Be more aware of information overload (make a plan)
• Become better at saying thank you to staff
THE HARD WORK OF BEING A SOFT MANAGER
There is good news and there is bad news
Don’t wait to give either
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