Differing Organisational Cultures and their Effect on University Intersectoral Management
The purpose of this paper is to examine the differing cultures and their impact on intersectoral management in a dual sector university within Australia.
||Culture, University, Intersectoral
International Journal of Knowledge, Culture and Change Management, Volume 5, Issue 6, pp.121-126.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 1.896MB).
Richard Ballantyne has pursued a career in the human resources since entering the workforce. This has involved several years of being an HR practitioner and more recently an academic. This academic experience commenced in the technical and father education and for the most recent past has been in higher education. Therefore Richard has experienced the cultures of both educational sectors which has created his interest in studying their interrelationships. Richard has a passion for the concepts of learning organisations and seamless pathways in lifelong learning which has made him a boundary spanner between the educational sectors. This is demonstrated by being involved in the creation of the first dual sector program at the university that employs him. The course is a Graduate Certificate in Human Resource Management.
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