• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Getting all such individuals and groups committed to a vigorous pursuit of the quality standards aspired for is a herculean task for leaders of higher educational institutions. What effective measures can leaders of such institutions put in place to ensur

Extracts from this document...

Introduction

CORPORATE CULTURE, ORGANISATIONAL COMMITMENT, AND QUALITY ASSURACNE IN HIGHER EDUCATION Today, more than ever before, higher education is recognized as a means by which the human resources of nations are developed for cultural, economic, political and social development. For example, higher education produces the scientists who do basic research and generate new things. Higher education produces the scientists who do applied research and come out with new products and techniques. Higher education produces the scientists who adopt and adapt appropriate technologies from elsewhere. Higher education also produces the diplomats, the envoys and the ministers who represent nations at international fora. Business at such fora, definitely, are governed by certain laws, rules, regulations, conventions and etiquettes which are all acquired through higher education. Above all higher education produces the teachers and educational managers who contribute to quality human resource development at all levels of education. Apparently, it was in recognition of these realities that Ibukun (1997) pointed out that the relevance of higher education today is that it provides the right numbers of human resources that are so crucial in the development of nations. It is also in recognition of the role of higher education in national development that nations today spend large chunks of their budgets on that sector. Indeed Ajayi and Ekundayo (2007) ...read more.

Middle

Given the crucial importance of organizational commitment, the onus lies on the leadership of higher educational institutions to secure the commitment of all consequential actors to the goals and aspirations of the institution. Such actors include senior administrators, lecturers, heads of department, deans, directors, and students. The leadership must be able to influence all or most consequential actors to be committed to the institution's efforts to attain global standards. CORPORATE CULTURE Once again the question is how can commitment of such actors be nurtured and sustained? This is possible when there is a corporate culture, or generally accepted ways of doing things. Corporate culture is thus a set of values, beliefs and behaviour patterns that form the core identity of organizations, and which help in shaping the behaviour of members. Deal and Kennedy (1982) put it simply as a set of values that underlie how we do our things around here. One type of corporate culture that has gained popularity in the human resource management literature is consensual corporate culture. Because of its nature I prefer to call it cooperative corporate culture. In that type of culture loyalty to the organization, personal commitment to the values and goals of the organization, teamwork and socialization are important (Deshpande & Farley, 1999). They are what Achebe calls the palm oil with which they eat their lives in the organization. ...read more.

Conclusion

There should be no room for anyone to brood the idea that some actors are working while others are goofing. Nor should others see themselves as doing almost all the work. All must be perceived to be involved. Finally, shared leadership is the condition in which all or most actors perceive themselves to be leaders at their levels of operation. They must feel that each actor has a role as a leader in the local constituencies they operate. Each incumbent of a position must have initiative to offer the leadership that will contribute to the achievement of the goals set by the institution. Therefore, even though leadership is reposed in the Vice-Chancellor or President, in actual practice, leadership must be perceived to be diffuse and contextual (Opare, 2007). I present my theory in the model below: Fig. 1: Model explaining how the internal dynamics of a higher education institution can contribute to commitment and achievement of quality initiatives. The model simply says that: * The items listed on the left represent features of consensual corporate culture. When consequential actors in the HEI perceive that these conditions are prevailing in their institution, they tend to feel a sense of belonging; that sense of belonging will boost their job satisfaction, and the enhanced job satisfaction will make them committed to the ideals of the institution. In the final analysis commitment will make the actors adhere to the quality procedures put in place in the institution. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Human Resource Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Human Resource Management essays

  1. My experience of working in groups

    And he study very hard and know very well about all those business theories, so he contributed a lot in report writing. His role included plant, resource investigator, team worker, implementer, and specialist. Me, as I was more familiar with the production and exporting procedure in China, I was mainly

  2. Google - Quality of Work Life

    Google has a high-energy, fast paced working environment with the dress code casual. The company attracts and retains some of the brightest brains in the technological industry. Basically, there is a work hard, play hard atmosphere. Advantages: The basic reasons to work at Google are as follows: * Appreciation is

  1. Reflective Commentary on Group Presentation Task Work

    (Merriam and Brockett, 1997) Making Sense of the Experience: According to the Belbin's test Kashif emerged as a complete finisher which explains why he found it a bit difficult to take the new ideas being given by Abdul who was a team worker, the group interestingly had a plant that came up with great ideas to forge the group ahead.

  2. Job Satisfaction

    in front of others, being shouted at or being the target of spontaneous rage. As such, harassment can take various shapes and forms and can manifest itself in the unlikeliest of situations. There has been extensive research work and study on the issue, some of which reveal that while bullying

  1. Human resources

    whether they need staff development, their aims and how they see their prospects within the organisation. * For staff who are leaving the organisation through resignation, redundancy or retirement. AJP employees may resign because they have found other work, in this case AJP will arrange an interview to discuss reason for this.

  2. 'In what ways, and to what extent do males and females have different experiences ...

    The Equal Opportunities Commission is expected to use the findings to press the Westminster Government and Scottish Executive into renewed action to reduce inequalities in the workplace. http://news.bbc.co.uk/hi/english/uk/scotland/newsid_1191000/1191739.stm Appendix 2.5 Sunday, 25 November, 2001, 10:26 GMT Top firms exclude women directors Many boardrooms are still no-go areas for women Many

  1. Free essay

    To What extent is legislation an effective tool in promoting social change?

    The tribunal disclosed that the bank is not practicing 'equal opportunity' and facilitated him less favour than other Japanese colleagues. The tribunal awarded him around �1 million as compensation. Case: Anisetti v Tokyo-Mitsubishi International plc Case No. 6002429/98 (Source: Equality and Human Rights Commission, www.equalityhumanrights.com)

  2. What can organisational learning, and the search for the learning organisation, offer to companies ...

    Within the learning organisation knowledge sharing, between individuals, teams and functions, is seen to be a necessary cultural norm. In relation to this Kumar (2005) states that such a cultural conceit must be allied to operational processes and structure so as to enable the flexible nature of learning as it

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work