• 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

Changing Structures and Roles
Changing structures and roles

In the survey undertaken to support this book, restructuring was indicated as the most significant tool adopted to achieve cultural change for the period 1993-99. Of the 164 colleges responding, only four had not restructured. The majority had restructured more than once and 10 per cent had restructured over three times, as indicated in Figure 7.1.

Figure 7.1 Percentage of respondents indicating number of college restructures from 1993 to 1999

The frequency of restructuring indicates pressures enforcing changed structure, or belief in the efficacy of achieving the right structure to support effective management. The survey and interview responses explored in more detail later in the chapter indicate both, with pressures driving colleges to restructure, and choices also made voluntarily to ...

  • Loading...
locked icon

Sign in to access this content

Get a 30 day FREE TRIAL

  • Watch videos from a variety of sources bringing classroom topics to life
  • Read modern, diverse business cases
  • Explore hundreds of books and reference titles