• Summary
  • Contents
  • Subject index

The incorporation of the further education sector in 1993 was followed by a period of extreme turbulence. Colleges plunged into the complex task of managing huge organizations while under pressure from cuts in funding and a steady expansion in the number and range of students. While financial scandals may have attracted attention, the success of the further education sector in continuing to provide a vital educational service for millions of people has been less recognized. Despite the significant contribution of the sector to education and training, practitioners struggle to find adequate research evidence on which to base reflection and practice. They need material relevant to the specific situation of managers working w

Managing People
Managing people

People, students and staff, are the heart of further education. As a survey comment put it: ‘The success of our college is the result of human resource good practice – good motivation of staff flows into all other strategic objectives.’ As suggested, in any college, the motivation and skill of staff will underpin the achievement of all strategic aims, but particularly the core purpose, providing successful teaching and learning. The opportunities for students to achieve their aims will relate primarily to the staff's ability to communicate, enthuse and build meaningful relationships as the foundation of learning. Reflecting the centrality of people, the majority of each college's budget is spent on staff costs. Though colleges have striven since 1993 to reduce pay expenditure ...

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