Abstract:
Continuing governmental pressure on universities to improve competitiveness and economic efficiency has led to radical restructuring, staff redundancies, increased work loads and larger classes. Organisational changes in universities have impacted upon the health, well-being and productivity of staff. Transforming organisations in response to these new demands is complex and requires sound decision-making processes that are not arbitrary nor unmindful of the importance of the personal values, concerns and aspirations of individual staff. Successful organisations are those that encourage cultural change and improve organisational effectiveness through the development of a shared vision which is seen to emerge from the personal visions held by individuals within the organisation.
This paper explores the underlying assumptions held by academics across all campuses and faculties of the Australian Catholic University regarding their personal visions for the future development of the organisation. Through a qualitative analysis of interviews with 60 academics, the research found that academic staff differ significantly in their views regarding the changing role of the institution in society, the organisational problems it faces, and the management of cultural and developmental change. The paper argues that ongoing research is essential in order to better address the tensions and ambiguities that arise between the personal visions of individuals and the shared organisational vision for the future. Opportunities for academic staff to benefit are created through improved professionalism and leadership, more focused scholarship and incentives for research initiatives.
This paper explores the underlying assumptions held by academics across all campuses and faculties of the Australian Catholic University regarding their personal visions for the future development of the organisation. Through a qualitative analysis of interviews with 60 academics, the research found that academic staff differ significantly in their views regarding the changing role of the institution in society, the organisational problems it faces, and the management of cultural and developmental change. The paper argues that ongoing research is essential in order to better address the tensions and ambiguities that arise between the personal visions of individuals and the shared organisational vision for the future. Opportunities for academic staff to benefit are created through improved professionalism and leadership, more focused scholarship and incentives for research initiatives.