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Higher Education Institutions as Learning Organizations: The Quality Principles and Practices in Higher Education. ASHE Annual Meeting Paper.

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Title: Higher Education Institutions as Learning Organizations: The Quality Principles and Practices in Higher Education. ASHE Annual Meeting Paper.
Language: English
Authors: Freed, Jann E., Klugman, Marie R.
Peer Reviewed: N
Page Count: 17
Publication Date: 1996
Document Type: Speeches/Meeting Papers
Reports - Research
Descriptors: Change Agents, Change Strategies, Decision Making, Field Interviews, Group Dynamics, Higher Education, Institutional Environment, Institutional Research, Management Systems, Organizational Change, Organizational Climate, Organizational Objectives, Quality Circles, Questionnaires, Resistance to Change, Systems Approach, Systems Development
Abstract: This study examined 10 institutions of higher education with widely different characteristics to determine whether, in the process of implementing quality improvements, they had become "learning organizations." Data were gathered through questionnaires and interviews with more than 20 individuals at nine of the campuses, and were then categorized to create a model of the quality practices in institutions of higher learning. Analysis led to identification of four primary themes in the development of quality principles and practices: (1) the campus forces that drive the changes, (2) the institutional systems developed to implement and support quality improvements (such as developing outcome driven mission statements); (3) factors enhancing or restraining quality improvement efforts on campus (such as leadership and decision-making based on data; (4) outcomes or measures of progress (such as positive change in leadership and improved communication). Twelve lessons emerged from the interviews including: systems thinking is imperative; quality culture leadership is critical; and build partnerships with stakeholders. The study concluded that institutions that have implemented quality principles and practices for at least 3 years have cultures that embrace change, have developed systems that support such initiatives, and use feedback to continually improve their systems and processes. (Contains 15 references.) (CH)
Entry Date: 1997
Accession Number: ED402845
Database: ERIC
FullText Text:
  Availability: 0
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  – Url: https://eric.ed.gov/contentdelivery/servlet/ERICServlet?accno=ED402845
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  Data: Higher Education Institutions as Learning Organizations: The Quality Principles and Practices in Higher Education. ASHE Annual Meeting Paper.
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  Data: <searchLink fieldCode="AR" term="%22Freed%2C+Jann+E%2E%22">Freed, Jann E.</searchLink><br /><searchLink fieldCode="AR" term="%22Klugman%2C+Marie+R%2E%22">Klugman, Marie R.</searchLink>
– Name: PeerReviewed
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  Data: N
– Name: Pages
  Label: Page Count
  Group: Src
  Data: 17
– Name: DatePubCY
  Label: Publication Date
  Group: Date
  Data: 1996
– Name: TypeDocument
  Label: Document Type
  Group: TypDoc
  Data: Speeches/Meeting Papers<br />Reports - Research
– Name: Subject
  Label: Descriptors
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  Data: <searchLink fieldCode="DE" term="%22Change+Agents%22">Change Agents</searchLink><br /><searchLink fieldCode="DE" term="%22Change+Strategies%22">Change Strategies</searchLink><br /><searchLink fieldCode="DE" term="%22Decision+Making%22">Decision Making</searchLink><br /><searchLink fieldCode="DE" term="%22Field+Interviews%22">Field Interviews</searchLink><br /><searchLink fieldCode="DE" term="%22Group+Dynamics%22">Group Dynamics</searchLink><br /><searchLink fieldCode="DE" term="%22Higher+Education%22">Higher Education</searchLink><br /><searchLink fieldCode="DE" term="%22Institutional+Environment%22">Institutional Environment</searchLink><br /><searchLink fieldCode="DE" term="%22Institutional+Research%22">Institutional Research</searchLink><br /><searchLink fieldCode="DE" term="%22Management+Systems%22">Management Systems</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+Change%22">Organizational Change</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+Climate%22">Organizational Climate</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+Objectives%22">Organizational Objectives</searchLink><br /><searchLink fieldCode="DE" term="%22Quality+Circles%22">Quality Circles</searchLink><br /><searchLink fieldCode="DE" term="%22Questionnaires%22">Questionnaires</searchLink><br /><searchLink fieldCode="DE" term="%22Resistance+to+Change%22">Resistance to Change</searchLink><br /><searchLink fieldCode="DE" term="%22Systems+Approach%22">Systems Approach</searchLink><br /><searchLink fieldCode="DE" term="%22Systems+Development%22">Systems Development</searchLink>
– Name: Abstract
  Label: Abstract
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  Data: This study examined 10 institutions of higher education with widely different characteristics to determine whether, in the process of implementing quality improvements, they had become "learning organizations." Data were gathered through questionnaires and interviews with more than 20 individuals at nine of the campuses, and were then categorized to create a model of the quality practices in institutions of higher learning. Analysis led to identification of four primary themes in the development of quality principles and practices: (1) the campus forces that drive the changes, (2) the institutional systems developed to implement and support quality improvements (such as developing outcome driven mission statements); (3) factors enhancing or restraining quality improvement efforts on campus (such as leadership and decision-making based on data; (4) outcomes or measures of progress (such as positive change in leadership and improved communication). Twelve lessons emerged from the interviews including: systems thinking is imperative; quality culture leadership is critical; and build partnerships with stakeholders. The study concluded that institutions that have implemented quality principles and practices for at least 3 years have cultures that embrace change, have developed systems that support such initiatives, and use feedback to continually improve their systems and processes. (Contains 15 references.) (CH)
– Name: DateEntry
  Label: Entry Date
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  Data: 1997
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  Label: Accession Number
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  Data: ED402845
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RecordInfo BibRecord:
  BibEntity:
    Languages:
      – Text: English
    PhysicalDescription:
      Pagination:
        PageCount: 17
    Subjects:
      – SubjectFull: Change Agents
        Type: general
      – SubjectFull: Change Strategies
        Type: general
      – SubjectFull: Decision Making
        Type: general
      – SubjectFull: Field Interviews
        Type: general
      – SubjectFull: Group Dynamics
        Type: general
      – SubjectFull: Higher Education
        Type: general
      – SubjectFull: Institutional Environment
        Type: general
      – SubjectFull: Institutional Research
        Type: general
      – SubjectFull: Management Systems
        Type: general
      – SubjectFull: Organizational Change
        Type: general
      – SubjectFull: Organizational Climate
        Type: general
      – SubjectFull: Organizational Objectives
        Type: general
      – SubjectFull: Quality Circles
        Type: general
      – SubjectFull: Questionnaires
        Type: general
      – SubjectFull: Resistance to Change
        Type: general
      – SubjectFull: Systems Approach
        Type: general
      – SubjectFull: Systems Development
        Type: general
    Titles:
      – TitleFull: Higher Education Institutions as Learning Organizations: The Quality Principles and Practices in Higher Education. ASHE Annual Meeting Paper.
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            NameFull: Freed, Jann E.
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            NameFull: Klugman, Marie R.
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          Dates:
            – D: 01
              M: 11
              Type: published
              Y: 1996
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