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Reframing the Future is the national staff development and change management program that supports the implementation of the National Training Framework (NTF) in Australia. This paper focuses on the skills and knowledge needed by change agents in the vocational education and training (VET) sector to support the national training system. This paper attempts to answer six questions: (1) What change management is needed in the national training system?; (2) What is a change agent?; (3) What skills do change agents need?; (4) What knowledge do change agents need?; (5) What are the limitations of change agents?; and (6) What can change agents achieve in the national training system? Show less

In this volume, the Colombo Plan Staff College for Technician Education (CPSC) has undertaken to bring new managerial concepts and ideas for technician education and training (TET) into one volume. The ideas have been adapted or adopted from business and industry by a range of experts and applied to various aspects of TET. The book is divided into three major sections: Chapter one - Transforming, Chapter two - Re-engineering; and Chapter three - Boundaryless TET. It comprises the following papers: Chapter one - Change leaders: more than just good managers / Bernardo F. Adiviso; Visionary leadership: not only in their minds / Robert McCaig; Policy directions: choosing where we go / Jose R. Vergara; Breaking barriers: challenges and opportunities / C. K. Basu; One way to go: the collaborative change process / Thamrongsak Moenjak; Many solitudes: a paradigm shift in TET / Isaac T. Goodine; Mirror image: expanding leadership capacity for change / Philip T. Torres; and Managerial leadership: project management skills / Ernesto A. Franco. Chapter two - Building bridges: institutional linkages and networking / Tom Norton; International cooperation in TET: an array of collaborative options / S. K. Soni; The knowledge society: strategic planning and marketing / Boonyasak Jaijongkit; Shaping up institutionally: developing marketing plans / Diosdado P. Tuason; Practice what we preached: ISO 9000 for TET institutions / Karla Marshall; and Accreditation of TET institutions: the Philippine experience / Alcestis Guiang. Chapter three - Putting people ahead: competency-based training / Peter Achleitner; Internet delivery: distance mentoring / Lourdes G. Salvador; Changing how we teach: Tech Prep / Loyd Guidry; Towards economic empowerment: integrating business entrepreneurship / Glen Witter; Why monitor? Why evaluate?: the feedback loop / Chris Robinson; National Qualifications Framework: certification of TET graduates / Jim Doyle; and DACUM: an alternative training delivery system / M. M. R. Siddiqi.

The individual papers are indexed from TD/INT 61.427 to TD/INT 61.447. Show less

Purpose: Business leaders are facing a change of role as digitalization continues to intensify in organizations. As technological change is bringing back supposedly old virtues of leadership, this study aims to explain the impact digital transformation has on leadership due to organizational size. Design/methodology/approach: Cross-border study with experts from multinational enterprises (MNEs) in Austria and small and medium companies (SMEs) in Italy. Findings: With increasing digitalization, leadership is becoming more important. In times of social distance, it is essential that leaders actively foster the management of relationships with their employees, manage social processes in their teams and shape change processes. This requires a bundle of skills consisting of effective leadership skills, strong change management skills and conceptual digitization skills.

Practical implications: Digital transformation is not mainly about implementing new technologies; it is about developing an appropriate strategy in which people are key. Organizations regardless of size need to recognize that digital transformation requires not less, but even more active shaping of the relationships between leaders and their team members. Consequently, they need active leaders who drive, communicate and implement technological change. As leadership and change require time, resources and, above all, attention, executive selection and qualification are critical for the broad integration of digitalization ideas into an organization. Originality/value: People, not technology, drive digital transformation, and organizations require leaders, not necessarily technological specialists, to manage the complex changes that comprise an organization's digital transformation. Technical and methodological skills can be substituted with the use of new technologies, but leaders' interactional, social, strategic and conceptual skills are gaining in importance.

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This monograph examines the nature and value of knowledge and its role in altering economic operations, and thus business and employment. Knowledge and knowledge-related factors such as technological capability, information, quality control, human capital accumulation, corporate capabilities and competencies, and effective, innovative business processes, are rapidly emerging as the most important form of global capital. The first section entitled 'The knowledge revolution', describes the basic shift taking place from an economy based on physical resources to one based on knowledge and explores the nature of knowledge and its role in economic production. Economic, management and knowledge-based theories combined with empirical evidence and examples from leading business organisations are used to present the emergence of a new form of capitalism based on knowledge rather than physical resources. It is argued that traditional industrial era ideas about business organisation and strategy, the organisation of work, and the relationship between education, learning and work, need to be re-examined as a consequence. New models based on knowledge-centred organisation and knowledge supply rather than labour supply, are proposed. The section following, entitled 'Navigating knowledge markets', uses comparative statistics from the USA, Europe and other Organisation for Economic Co-operation and Development (OECD) countries, to illustrate the links between organisational decisions to use external resources and the knowledge-based characteristics of the outsourced work. Trends related to the theme of knowledge supply and the implications for organisations and their stakeholders are explored. The third section, entitled 'The knowledge-based firm' examines the changing nature of the organisation's intellectual resource base and focuses on the knowledge characteristics of work most likely to be retained in-house. The discussion describes the emergence of the knowledge-based organisation, an evolutionary model of knowledge-based growth, strategies for success in a knowledge-based economy, the consequent development of new ownership structures and the implications for stakeholders. The final section, entitled 'The knowledge escalator', explores the implications for lifelong learning of the economic demand for an increasingly skilled workforce. In conclusion, the author discusses the future of knowledge capitalism and strategies for governments, organisations and individuals to facilitate the transition to a global knowledge economy. Show less

[Quality Assurance for the Higher Education Change Agenda] QAHECA aimed to explore what kind of quality processes for teaching and learning, both internal and external, support creative and innovative higher education institutions and seeks to limit the potentially problematic effects of these processes. This report includes an overall presentation of the project, followed by chapters discussing the relationship between quality assurance and creativity from various angles and providing some key principles on how [higher education institutions] HEIs and [quality assurance] QA agencies, through their processes, can foster creativity and innovative practices. A few examples of practice from institutions participating in the QAHECA project have been included in annex three to highlight some of the initiatives taken by project participants and to exemplify the recommendations of the project.

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The National Skills Task Force has been established by the Secretary of State for Education and Employment to assist him in developing a National Skills Agenda. The Task Force was asked to provide advice on the nature, extent and pattern of skill needs and shortages, including associated recruitment difficulties, how these are likely to change and what can be done to ease such problems. This paper is one of a series that has been commissioned to review and evaluate existing literature in a number of skills-related areas.

The purpose of this paper is to provide a critical appraisal of the skills issues relating to the creative industries, including how different parts of the sector have attempted to identify and meet their skills needs, the roles of different parts of the education and training sector in supplying the skills needed, and any evidence relating to the perceived failure in the United Kingdom (UK) to translate good design into good business. In his introduction, Parker identifies important issues to be addressed in the creative industries sector, including the difficulties in defining both the sector and the skills, the problems in estimating the size of the sector using standard data sources, the skills needs of specific creative industries with different work practices, and problems associated with the evaluation and measurement of particular jobs within the sector. It is pointed out that definition of the creative industries by the the Department of Culture, Media and Sport (DCMS) is 'those activities which have their origin in individual creativity, skill and talent and have a potential for wealth and job creation through the generation and exploitation of intellectual property'. Some difficulties lie in the fact that many creative activities are subsumed within other industries and many non-creative occupations are employed within cultural or creative industries. Key characteristics are identified and an analysis is made on changing skills needs of the following sectors: multimedia; publishing; broadcasting, film and video; music; performing arts; and design. Cross-regional perspectives are addressed, the difficulties in predicting and identifying skill shortages and needs noted and consequent implications for policy identified. In his conclusion, Parker makes it clear that treating creative industries as an entity is important in matching skill needs and addressing difficulties across the sector and notes that the Labour Market and Skills Information (LMSI) focus of the Skills Task Force supports that contention.

Other research reports in this series are indexed from TD/TNC 62.633 to TD/TNC 62.643 and from TD/TNC 62.645 to TD/TNC 62.651. Show less

This paper is part of a series designed to explore the implications for the Department of Employment and Technical and Further Education (DETAFE) of the internationalisation of the Australian economy and its influence on domestic policy. TAFE is one of the central training agencies vital to the restructuring of the economy. The principal objective of this paper, therefore, is to inform TAFE staff of changes taking place in the international environment, and the Australian and South Australian economies, and policy influences on TAFE into the 1990s. Show less

To adapt to a changing environment, many community colleges are experimenting with new management and decision-making structures. A number of these structures include self-managed teams that consist of employees from various levels and areas of responsibilities. This study is an assessment of the effectiveness of team leaders at College of the Mainland, Texas City, Texas. The study included the identification of new leadership skills needed by team leaders and a comparison of the perceptions of team members with those of team leaders regarding the utilisation of those new skills as well as the use of some of the more traditional leadership skills. Communication skills were found to be among the most valued within the team management structure. The implementation of preparation programs for team leaders that include the enhancement of communication skills was among the recommendations made.

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This book of research readings was commissioned to enable a better understanding of the past, present and future role of the Australian vocational education and training (VET) sector in business innovation.

In 2002, the Victorian Government announced that Kangan Batman TAFE would house Victoria’s new Automotive Centre of Excellence at Melbourne’s Docklands. This initiative became a revolutionising catalyst, which set a broad stage for embedding innovation as a core operational philosophy within the institute. Underpinning the project is a belief that being a truly innovative organisation involves more than simply developing stand-alone products. Creating a positive, flexible and market-focused workplace culture is seen by the institute as a fundamental enabling tool for encouraging the flow of fresh ideas leading to new processes, systems and training products. Kangan Batman TAFE’s experience is that systemic innovation is something that can be introduced into the workplace. Ratio Pty Ltd has developed innovation competencies for the TAFE sector. This chapter identifies some of the indicative initial results from trialling these competencies across the institute’s Automotive Group. These range from a new departmental workforce management framework, to surprising attitudinal changes amongst staff. New markets, curriculum, training models and learning resource materials are also being developed as a direct result of the innovation initiative. With assistance from the Victorian Government’s Innovation Fund, Kangan Batman TAFE has extended this model into another business group, as well as expanding it in the Automotive Group by integrating ‘employability skills’, applied design and project-based learning into the training framework.

The collected volume is indexed at TD/TNC 79.07; individual chapters are indexed from TD/TNC 79.651 to TD/TNC 79.664. Show less

The twin digital and green transition will have far-reaching labour market consequences in the manufacturing sector as regards the quantity, character and quality of employment. The effects of transition will be uneven between countries and regions, different industries and different categories of workers, depending on their various socio-economic starting points and the different degrees to which they are affected by the twin transition. Against this background, industry is calling for a just transition that is fair for all workers and that does not destroy, but rather preserves quality employment. Working time policy more generally and working time reduction more specifically is an important tool for achieving such a just transition by helping to safeguard employment and ensure good working and living conditions.

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