This thesis explores the impact that small training organisations expect as a result
of the introduction of quality assurance. It also explores how the culture of small
training organisations affects, and is affected by, quality assurance. The current
requirement for small training organisations to undertake quality assurance
processes represents challenges and opportunities. However, there is little
information available on the relationship between organisation culture and quality
assurance in small training organisations, and therefore little guidance on
implementing quality assurance in such organisations.
The relationship between organisational culture and quality assurance in
small organisations was examined from an interpretive approach that used both
quantitative and qualitative techniques. 78 respondents from 34 separate training
organisations responded to a survey comprising a questionnaire developed by the
author concerning the expected impact of quality assurance, and an organisational
culture instrument. The organisation culture instrument, which was adapted by
the author from the Organisational Culture Diagnostic Instrument (Cameron and
Ettington 1988), aimed to assess both current organisational culture, and
expected organisational culture after the introduction of quality assurance.
Further in-depth data were gained in focus groups held with two of training
organisations surveyed. Results were analysed using descriptive and inferential
statistics, and content analyses.
For most small training organisations, the opportunities provided by
quality assurance, especially in providing consistency through devolved
responsibility for management tasks, were perceived to outweigh the short-term
problems, especially resource issues and frustration with inconsistent external
requirements. Change for the most part was perceived to be at the level of
procedure and formal policy, rather than at the level of underlying values or
philosophy. The organisations tended to have flexible cultures ('Clans' and
'Adhocracies' - Cameron and Ellington 1988), and expected to become more
predictable ('Hierarchies' and 'Markets' - ibid) after the introduction of quality
assurance. However, there were variable paradoxical effects in relation to the
impact of quality assurance on organisational culture.
The study identifies some key issues for those implementing and/or
designing quality assurance systems in small training organisations and suggests
that, in comparison with large organisations, more attention needs to be given to
technical and resource issues than to changes in orientation or values. The study
identifies a number of complexities in the relationships between different aspects
of organisational culture, between organisational profile and expected impact, and
between expected and actual impact. Further research on these complexities is
suggested.
| Identifer | oai:union.ndltd.org:ADTP/219375 |
| Date | January 1999 |
| Creators | Syme, David, n/a |
| Publisher | University of Canberra. Professional & Community Education |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | ), Copyright David Syme |
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