VET Manager Identities: Culture, Philosophy and Professional Practice
Saved in:
| Title: | VET Manager Identities: Culture, Philosophy and Professional Practice |
|---|---|
| Language: | English |
| Authors: | Foley, Annette |
| Source: | International Journal of Training Research. 2011 9(3):185-203. |
| Availability: | eContent Management Pty Ltd. P.O. Box 1027, Maleny, Queensland 4552, Australia. Tel: +61-7-5435-2900; Fax: +61-7-5435-2911; e-mail: info@e-contentmanagement.com; Web site: http://jtr.e-contentmanagement.com |
| Peer Reviewed: | Y |
| Page Count: | 19 |
| Publication Date: | 2011 |
| Document Type: | Journal Articles Reports - Evaluative |
| Education Level: | Adult Education |
| Descriptors: | Educational Administration, Administrators, Professional Identity, Educational Change, Administrative Change, Organizational Culture, Vocational Education, Adult Vocational Education, Adult Education, Community Education, Administrator Responsibility, Administrator Role, Compliance (Legal), Philosophy, Foreign Countries |
| Geographic Terms: | Australia |
| ISSN: | 1448-0220 |
| Abstract: | Using a post-structural approach this article investigates the working lives of frontline managers in VET and how they negotiate change in their day to day practices and decision making. The article is organised around accounts made by managers from different types of Vocational Education and Training (VET) organisations, namely: Technical and Further Education (TAFE) institutions, Group Training Organisations (GTO), Registered Training Organisations (RTO), RTO and Adult Community Education (ACE) joint organisations and stand alone ACE organisations. The data showed that most managers were experiencing change, albeit in different ways across their diverse VET organisations and roles. Managers were seen to understand and respond to the dis- courses of reform differently, depending on their organisational type, culture and philosophical beliefs, and according to their understandings of their professional role and status. |
| Abstractor: | As Provided |
| Number of References: | 51 |
| Entry Date: | 2011 |
| Access URL: | https://jtr.e-contentmanagement.com/archives/vol/9/issue/3/article/4304/vet-manager-identities |
| Accession Number: | EJ944619 |
| Database: | ERIC |
| Abstract: | Using a post-structural approach this article investigates the working lives of frontline managers in VET and how they negotiate change in their day to day practices and decision making. The article is organised around accounts made by managers from different types of Vocational Education and Training (VET) organisations, namely: Technical and Further Education (TAFE) institutions, Group Training Organisations (GTO), Registered Training Organisations (RTO), RTO and Adult Community Education (ACE) joint organisations and stand alone ACE organisations. The data showed that most managers were experiencing change, albeit in different ways across their diverse VET organisations and roles. Managers were seen to understand and respond to the dis- courses of reform differently, depending on their organisational type, culture and philosophical beliefs, and according to their understandings of their professional role and status. |
|---|---|
| ISSN: | 1448-0220 |
