Thesis (M.Tech.: Commercial Administration)- Dept. of Office Management and Technology, Durban Institute of Technology, 2004 x, 100, [21] leaves / This study aimed to identify the factors that affect change in attitudes of managers reaching positions of authority in Higher Educational Institutions. Traditionally, managers sat in their office and managed organizations. Today the market place demands something different and there is greater emphasis on leadership qualities for those in positions of authority. Today, leaders are needed who have sound principles, ethics, sound values, integrity, human and communication skills. Individuals in leadership positions who lack the skills listed, experience problems leading and managing a modern organization.

Thesis (M.B.A.)-Business Studies Unit,Durban Institute of Technology, 2004 x, 101 leaves / The research explored employees’ opinions on goal clarity, trust in management and perceptions of organisational readiness for change at Durban Institute of Technology (DIT). Where the organisation is going is critical in order for change to be successful, hence, clarity of organisational direction is vital during any change process. / M

Thesis (M.Tech.: Commercial Administration)- Dept. of Office Management and Technology, Durban Institute of Technology, 2004 x, 100, [21] leaves / This study aimed to identify the factors that affect change in attitudes of managers reaching positions of authority in Higher Educational Institutions. Traditionally, managers sat in their office and managed organizations. Today the market place demands something different and there is greater emphasis on leadership qualities for those in positions of authority. Today, leaders are needed who have sound principles, ethics, sound values, integrity, human and communication skills. Individuals in leadership positions who lack the skills listed, experience problems leading and managing a modern organization.

Thesis (M.B.A.)-Business Studies Unit,Durban Institute of Technology, 2004 x, 101 leaves / The research explored employees’ opinions on goal clarity, trust in management and perceptions of organisational readiness for change at Durban Institute of Technology (DIT). Where the organisation is going is critical in order for change to be successful, hence, clarity of organisational direction is vital during any change process.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / AFRIKAANSE OPSOMMING: Instellings vir hoër onderwys is unieke organisasies deurdat hul grootste groep kliënte verdeel is in twee heterogene groepe met uiteenlopende behoeftes naamlik die staat en die algemene publiek. Hierdie twee primêre kliënte is onderskeidelik verantwoordelik vir die sogenaamde eerste- en tweede-geldstrome van hoër onderwysinstellings. Weens reële afname van die staat se spandering aan hoër onderwysinstellings en die swak kompeterende salarisse van werknemers in universiteite met die privaatsektor, het daar toenemend druk ontstaan om alternatiewe inkomstebronne te ondersoek (sogenaamde derde-geldstroominkomste). Wêreldwyd fokus universiteite op derde-geldstroomaktiwiteite ten einde hul finansiële posisie te versterk. Hierdie situasie het aanleiding gegee tot die vraagstuk oor waar akademici se voorkeur is om hul entrepreneuriese energie te fokus, wat motiveer akademici om hul tyd op sekere aktiwiteite te spandeer en meer spesifiek watter rol speel die finansiële ingesteldheid van die instelling ten einde hierdie gedrag te bestuur? Hierdie studie toon aan dat akademiese instellings wat deur winsgewende verwante finansiële besigheidbeginsels bestuur word wel hoër entrepreneuriese gedrag in die hoofstroomaktiwiteite van die instelling kan toon. Kwalitatiewe en kwantitatiewe navorsingsbenaderings is gebruik om die hipotese te toets, met spesifieke fokus op die Fakulteite Ekonomiese en Bestuurswetenskappe van elke instelling. Drie van die vyf instellings wat ondersoek is het hierdie verband getoon, terwyl een instelling met duidelike redes nie hierdie verband bevestig nie. Die uitkoms van die studie toon ook rede tot omsigtigheid aangesien dit ook daarop dui dat hoër finansiële ingesteldheid nie noodwendig entrepreneurskap in die hoofstroomaktiwiteite bevorder nie, wat die vermoede versterk dat hierdie 'n baie komplekser vraagstuk is as slegs 'n twee-veranderlike probleem. Die doel van die verslag is om hoër onderwysinstellings wat slaag om die stagnering van inkomstestrome uit hul kernbesigheidsakriwiteite die hoof te bied deur finansiële modelle te ontwikkel wat akademici sal aanspoor om hul entrepreneuriese energie op laasgenoemde aktiwiteite te fokus. Die finansiële besigheidsbeginsels waarbinne die konteks van hoër onderwysinstellings van toepassing is en as indikators vir die ondersoek gebruik is, behels onder andere insentiefgebaseerde begrotingsmodelle, deursigtigheid, billikheid, delegering van verantwoordelikheid en goeie bestuursinligtingstelsels. Hierdie studie ontken nie dat ander indikatore ook 'n bepalende rol speel in die gedrag van akademici nie. Akademiese puriste is egter baie pessimisties oor die aanwending van meer suiwer finansiële besigheidsbeginsels in akademiese instellings meestal weens vrese in eie belang. Die studie bevestig egter dat die topbestuur van hoër onderwysinstellings wel finansiële bestuursbeginsels kan aanwend om entrepreneurskap aan te moedig in kernbesigheidaktiwiteite en sodoende finansiële volhoubaarheid te verseker op die langtermyn. / ENGLISH ABSTRACT: Higher education institutions are unique organisations in that their largest group of clients are divided into two heterogeneous groups with differing needs, namely government and the general public. These two primary clients are respectively responsible for the so-called first and second income streams of higher education institutions. As a result of the decline of government's spending, in real terms, on higher education institutions and the poor competitive salaries of employees in universities relative to the private sector, there is mounting pressure to investigate alternative income sources (the so-called third income stream). Globally, universities focus on third income stream activities in order to improve their financial health. This situation has given rise to the question relating to the preference of academics of where to focus their entrepreneurial energy, what motivates academics to spend time on certain activities and more specifically, what role the financial attitude of the institution plays to manage this behaviour. This study reveals that academic institutions that are managed on profit related financial business principles, can show higher entrepreneurial behaviour in the main stream activities of the institution. Qualitative and quantitative research approaches were used to test the hypothesis with a specific focus on the faculties of Economics and Management Sciences of each institution. Three of the five institutions that were investigated revealed this relationship, while one has obvious reasons for not confirming the relationship. However the study also gives a warning in that financial attitude does not imply entrepreneurial activity in mainstream activities automatically. This enforces the suspicion that the quest of this research is far more complex than just a two variable problem. The objective of this report is to challenge higher education institutions to overcome the stagnation of income streams of their core business activities through the development of financial models that will motivate academics to focus their entrepreneurial energy on the latter activities. The financial business principles that are relevant within the context of higher education institutions and were used as indicators for this investigation include, amongst others, incentive based budget models, transparency, fairness, delegating of responsibility and sound management information systems. This study does not deny that other indicators also play a significant role in the behaviour of academics. Academic purists are, however, very pessimistic about the application of pure financial principles in academic institutions, most often, to protect their own interests. The study however, confirms that the top management of higher academic institutions can in fact apply financial management principles to motivate entrepreneurship in core business activities and thus ensure long-term financial sustainability.

The study investigated the leadership styles used in the Lesotho tertiary institutions. The research was undertaken at two institutions - Lerotholi Polytechnic and the National Teacher Training College. The population of the study is the lecturers and the leaders in the management position in the two institutions. The study discussed educational leadership and educational organizations and how they help towards the achievement of goals and objectives.

This study explores the relationship between diversity within executive decision-making teams at institutions of higher education and their propensity for strategic change. Previous research in the areas of strategic change, group decision making, and higher education was drawn from in this study. Statistically significant relationships were discovered the demographic background of executive decision-making teams at public colleges and universities, as measured by both the pursuit of new degree and certificate program offerings and multiple measures of student retention. The results also indicated the presence of an insufficiently diverse pool of potential executives for colleges and universities to draw from.

The purpose of this single site case study was to identify how four advising teams in a medium-sized public university adapt to the changes presented to them and what role leadership and culture play in that adaptation. This was accomplished through analysis of advisor and administrator interviews, office and meeting observations, and reviews of documents relating to advising and university changes in curriculum and systems. The study was guided by team culture and the five core adaptation strategies described by Eckel and Kezar (2003). The study indicates that although part of the same institution, each advising team has a unique culture and approach to doing their work. In turn each team has a different approach to their adaptation to the change that affects them. The study began with an examination of how and if the advising teams use the five core adaptation strategies described by Eckel and Kezar (2003). It was found that these adaptation strategies were not utilized because they require authority and the advisors do not have the organizational control necessary to use these strategies. However, the study revealed that the advising teams adapt to their environment through coping mechanisms depending on the type of adaptation. It was also found that the responses the advising teams have to particular change events depends on when they find out about the change as well as the culture and leadership of the teams. Consequently, their resilience to changes is a result of their ability to either absorb the change or alter their system quickly in reaction to the change. Implications are presented for universities and the advising teams in addition to recommendations for future study. / by Leigh A. McFarland. / Thesis (Ph.D.)--Florida Atlantic University, 2011. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2011. Mode of access: World Wide Web.

Succession planning is a relatively new construct within higher education institutions (HEIs). The researcher explored the extent to which selected HEIs employ succession planning strategies in reference to the Higher Education Community Engagement Practitioner (HECEP) role and in support of HEIs earning the Carnegie Community Engagement Classification (CCEC). Four HEIs served as study sites for this research, along with a nationally recognized professional development program. Study results revealed that HEIs are not currently using succession planning strategies for the HECEP role. Further, although the study revealed that professional development opportunities for HECEPs exist, only 50% of institutional study participants were aware of, and participated. Finally, based on the credentials of individuals currently in HECEP roles and data obtained from this study (including data from an expert judge linked to the professional development program analyzed as part of this study), the researcher provides a job specification template for determining if institutions have a pipeline of individuals who could be prepared to assume the HECEP role in the future. This study, although limited in scope as it relates to succession planning, provides insight into the attitudes and perceptions of specific higher education professionals toward the professional development of employees, and more specifically, the HECEP role. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2014. / FAU Electronic Theses and Dissertations Collection

Thesis. 1978. Ph.D.--Massachusetts Institute of Technology. Alfred P. Sloan School of Management. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY. / Vita. / Bibliography: leaves 302-315. / Ph.D.