Leading a change in higher education : initiating school of common studies
Ketola, Mari (2024)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2024060621760
https://urn.fi/URN:NBN:fi:amk-2024060621760
Tiivistelmä
The national target in Finland is to increase the number of young adults with tertiary education to 50 % of the age group. This target challenges higher education institutions to develop their operations and organizational structures.
The research context was a new unit, a School of Common Studies, which was established to improve the operational results of the faculty, to reduce the number of personnel in existing schools and to provide more time for managerial tasks. The research focused on change management, psychological process individuals go through during the change and the leadership actions supporting the psychological process, transition.
A multi method research strategy including both quantitative and qualitative methods was used to find out experiences of the personnel of the new unit. Answers were collected with a questionnaire, surveys, and a semi-structured group interview.
The William Bridges Transition model was used to interpret the results which suggested the ending phase quite clearly. Concerns were raised on the losses but at the same time new opportunities and possibilities were seen.
To conclude, the role of leaders is essential in supporting the personnel in change. The key issues are to remember that the transition is an individual experience and that personnel should have enough time to adapt to the change. Communication should be systematic and diverse, and leaders should bring clarity to the change and help personnel to trust the future. The commitment of the management team is essential, and the key task of the unit head is to support the management team and ensure their endurance and well-being.
Key Performance Indicators will reveal the impact of the organizational change and leadership actions in the coming years. In addition, longitudinal study would be beneficial. Further, the study of the experiences of the employees in other units would deepen the understanding about the impact of the change process in organization.
The research context was a new unit, a School of Common Studies, which was established to improve the operational results of the faculty, to reduce the number of personnel in existing schools and to provide more time for managerial tasks. The research focused on change management, psychological process individuals go through during the change and the leadership actions supporting the psychological process, transition.
A multi method research strategy including both quantitative and qualitative methods was used to find out experiences of the personnel of the new unit. Answers were collected with a questionnaire, surveys, and a semi-structured group interview.
The William Bridges Transition model was used to interpret the results which suggested the ending phase quite clearly. Concerns were raised on the losses but at the same time new opportunities and possibilities were seen.
To conclude, the role of leaders is essential in supporting the personnel in change. The key issues are to remember that the transition is an individual experience and that personnel should have enough time to adapt to the change. Communication should be systematic and diverse, and leaders should bring clarity to the change and help personnel to trust the future. The commitment of the management team is essential, and the key task of the unit head is to support the management team and ensure their endurance and well-being.
Key Performance Indicators will reveal the impact of the organizational change and leadership actions in the coming years. In addition, longitudinal study would be beneficial. Further, the study of the experiences of the employees in other units would deepen the understanding about the impact of the change process in organization.