Power and Perspectives

A historian's analysis of the management of change at Charles Sturt University from a federation to a centralised model

Dados Bibliográficos

ID4545320
AutoresLeonora Ritter (a Charles Sturt University , Australia, autor correspondente)
Ano1998
Volume20
Fascículo1
Páginas77-88
Data de publicação1998-05-01
Peer ReviewedSim
Open AccessNão
TipoARTICLE
PeriódicoJournal of Higher Education Policy and Management (JOURNAL)
Identificadores do periódicoISSN: 1360-080X • E-ISSN: 1469-9508
EditoraInforma UK Limited (PUBLISHER • GB)
DOI10.1080/1360080980200108
OpenAlexW2043272010
IdiomaEN
Citações recebidas2
Referências citadas4

This description and analysis of the early years of Charles Sturt University explores the gap between legislative intent and executive implementation; the adoption of one organisational form from amongst competing forms; the challenge to a new management culture of pre‐existing cultures and the networks that maintain them; and perceptions of power at several levels. This study suggests that views of the management of large scale change vary according to the perspectives of the participants. Those driving it seek speed and efficiency to achieve homogeneity and central strength; those experiencing it desire a slower process involving integration, consultation and consolidation

Consolidation (business · Economics · Legislature · Management · Organizational change · Organizational culture · Perception · Political science · Public relations · Sociology · Higher Education Governance and Development · Law · Management and Organizational Studies · Management Theory and Practice · Psychology · Accounting