Educators as Change Agents: How far can we go?
This paper discusses research into how management development programmes can contribute to organisational change, but concludes that the role of the educator as change agent is limited by organisational constraints.
||Change, Individual Learning, Organisational Learning, Leadership, Public Sector
International Journal of Knowledge, Culture and Change Management, Volume 6, Issue 1, pp.167-174.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 1.940MB).
Senior Teaching Fellow and Principal Researcher at the University of Derby, Barbara's varied career has included both public and private sector organisations, ranging from large multinationals (I.B.M.) to small business ownership (Accountancy & Consultancy). She leads the Public Sector Management programmes at The Derbyshire Business School, working closely with Local Government and NHS partners.
Her PhD, entitled Career Progression and the First Line Manager, was sponsored by The Institute of Leadership and Management, and was completed in 2003. Since then, her research and consultancy projects have expanded to include work for the Department of Education & Skills, Connexions, the Centre for Guidance Studies and the National Guidance Research Forum, where she is a founder Steering Group member. Conference work includes national and international papers on careers, leadership, gender and organisational development. Barbara is working on journal papers on energy in careers and a book chapter on student career.
Gino is a Senior Lecturer in Purchasing & Logistics Management and the Programme Leader for the Certificate in Management Studies.
Before joining the University of Derby, Gino was involved for many years in the food industry, in both the manufacturing and service sectors. He brings a broad range of parctical knowledge, which can be applied in many operational areas.
Research interests include the effect of Quality Systems on First Line and Middle Managers.
After an extensive career with BT at senior management level, John worked briefly as a volunteer for Sustrans, the cycling charity, then studied full-time for his MBA at the University of Derby Business School (DBS), where he gained a Distinction and was awarded the Masters' Level Prize for Outstanding Performance in 1999. He then became a part-time lecturer at DBS, where he now combines this with studying full-time for a PhD, researching Business Process Reengineering in the Public Sector. His other areas of expertise are People and Performance Management, Leadership, Managing Change, Quality Assurance, Marketing, and Strategic Management. Over the last five years he has been involved with projects in Israel, Switzerland and the Institute of Leadership and Management (ILM), and has been a key member of the DBS team delivering the in-company Leading Manager Programme for the Derby City Council since 2002. He also works as a freelance consultant.
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