DOI: 10.5176/2251-2349_HRM&PD15.16
Authors: Dr. Antony Halsall and Dr. Azhdar Karami
Abstract:
The main purpose of this research is to investigate the nature and process of change in UK higher education sector. The UK HE sector is a dynamic environment which has had to adapt and change throughout its long history. The UK HE sector has an international reputation for excellence in both research and teaching. UK universities play an important part in the economic health of the UK, producing undergraduates and postgraduates with high level skills who can engage with the knowledge economy. Universities in the UK also deliver a range of social benefits, providing a means to social mobility and through a broad range of outreach and community activities. Like many industries, the UK HE sector operates within an ever-changing environment. The last quarter of a century in particular has seen a period of seismic change for UK universities with the changes affecting funding, student demand, competition, auditing and quality assurance activities. The aim of this research is to use Bangor University as an example of a traditional pre-1992 university and, using a recent change management programme conducted by Bangor University, investigate the factors, which contributed to the success or otherwise of the change programme. Qualitative data has been collected through semi- structured interviews of Bangor University management staff who were involved in the planning and implementation of the university’s change programme. It is concluded that the change process was more complex, so make it successful, it was needed to involve multiple change projects running simultaneously. Change programme was seen as been the brain child of senior managers. Overall, it was seen as top-down driven by the management team. To make change programmes successful, the universities should take bottom-up approach.
Keywords: Change; Higher Education; Process; United Kingdom
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