Date of Submission

7-15-2020

Document Type

DiP

Degree

Doctor of Education

Department

Education

Keywords

multi-campus, alignment, coherence, leadership, systems thinking, higher education

Abstract

Postsecondary institutions are expected to respond to constantly changing and varying interests and needs of businesses, communities and students. An increasing number of postsecondary institutions now offer multiple programs and services to respond to this new reality, expanding their activities outside of traditional education, through research, community partnerships or corporate training opportunities. As a result, many now have multiple campuses and departments to support this new reality.

This Organizational Improvement Plan explores one regionally dispersed multi-campus college, College X, in the context of academic program delivery across campuses. It focuses on the challenges of alignment and coherence in program delivery across campuses and examines how leaders can improve academic leadership practices in order to address the challenges around alignment and coherence of program delivery across campuses and departments.

The framework for leading the change process of the Organizational Improvement Plan is done using Cawsey, Deszca and Ingol’s (2016) Change Path Model. It is accompanied by Nadler and Tushman’s (1989) Organizational Congruence Model, which provides an examination of College X through the identification and assessment of the gaps and the organizational dynamics, which help determine the needs for change.

This Organizational Improvement Plan contextualizes the challenges around alignment and coherence in program delivery across campuses. It proposes a change implementation plan that endeavours to integrate a leadership framework which embeds leadership practices that focus on a collective, cohesive and systems approach to leadership and address the challenges around alignment and coherence and to enhance academic leadership across campuses.

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