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The TAFE frontiers project 'Flexible learning planning and management resources' identifies challenges presented by flexible learning to managers in vocational education and training (VET) and emphasises the role of managers in planning, managing and developing flexible learning from a strategic management perspective. The project produced a number of professional development resources released as part of the 'Building FlexAbility' series. This resource kit identifies challenges presented by flexible learning to managers in vocational education and training (VET) and emphasises the role of managers in planning, managing and developing flexible learning from a strategic management perspective. The kit is primarily for Victorian VET managers and addresses the key structural and operational management issues that flexible learning presents to VET organisations. However, the issues papers in volume three have relevance and value for managers across Australia. The kit comprises four volumes: (1) 'Overview' (13 p.) which provides a background to the research, definitions, methodologies, the structure of the kit, and findings and key issues from the research; (2) 'Voices from the field' (46 p.) which provides the background on the history of developments in flexible learning at the national and Victorian state levels, a literature review of research on VET managers, and views of VET managers about flexible learning issues; (3) 'Issues' (89 p.) which contains ten papers on Victorian VET issues based on related national and international research, moving from strategic through to operational-oriented topics; and (4) 'Resources and activities' (38 p.) which provides a range of resources for VET managers and other VET staff on flexible delivery as well as professional development activities.

Documents related to 'Building flexAbility' are indexed from TD/TNC 69.539 to TD/TNC 69.545. Show less

This publication contains a number of think pieces and articles focusing on leadership by women in the vocational education and training (VET) sector. It is based aound nine 'think pieces' that were prepared by participants in the 'VET women's leadership forum' held in Victoria in late October 2007, and a number of articles written by the author for the 'Inside VET' column of 'Campus review' [serial indexed at TD/TNC 86.151]. The publication presents the thinking of several outstanding women leaders in the VET sector and articles are organised under the following headings: Women leaders as strategists; Women leaders as change agents; Women leaders' innovative frameworks; Women's leadership amidst complexity. Appendices contain information about the aims and participants of the 'VET women's leadership forum'. Show less

This study examines leadership in Australia's vocational education and training (VET) sector. VET leaders make a vital and growing contribution to learners, industry and society, yet research on their work is limited. This has direct implications for ensuring leadership is most effective, and for framing evidence-based capacity development. To assist the sector, and in particular the people who find themselves running large and complex training organisations, this study paints a picture of what VET leaders do, and of how they can do it best. The study reveals VET leaders view managing change as more important than teaching and learning, which are flagged as the least important facets of their work. VET leaders have the capacity to manage industry and clients, but need skills to deal with new complex contexts that juggle competition with regulation. The recommendations of the report for identifying and developing future leaders include better leadership training focused on concrete change management skills and reshaping the approaches used for leadership selection. Boosting development among emerging leaders is also identified, as well as providing more definition and structure to the profession of VET leadership. Show less

This report arises from a project aimed at examining management and leadership capability in vocational education and training (VET). It addresses three research questions: What are the current understandings of leadership in the vocational education and training (VET) sector, and what types of management and leadership capabilities are required for the present and the future? What approaches to learning and management development are being used? What is successful and what approaches might be used more often in the future? These research questions were addressed using the findings from interviews in 2006 with 125 individuals employed in 30 training organisations throughout Australia. The research found that leadership and management issues facing training providers include: managing complexity and change as transformational leaders; developing a sense of shared leadership; and developing business acumen and partnerships. The report suggests specific areas for leadership and management development: in the capabilities required for senior executives; in the capabilities required of managers (educational and non-educational); and in the capabilities required of managers of teaching and support staff. Show less

This paper examines leadership in Australia's vocational education and training (VET) sector. VET leaders make a vital and growing contribution to learners, industry and society, yet research on their work is limited. This has direct implications for ensuring leadership is most effective, and for framing evidence-based capacity development. The current research draws together reviews of complex and often competing contexts, analyses of prior research, and results from a national survey of 327 practising VET leaders. Analysis of what VET leaders report doing in their jobs suggests that while they are attuned to the education-focused demands of their roles, they now need new capabilities to respond to internal and external developments. To identify the powerful forces which shape leadership, the study established criteria seen to mark out effective performance in each role. It highlighted a set of indicators identified by VET leaders as those most important in making judgements about the effective delivery of each role. Identifying indicators of effective performance is important, as it is these which, ideally, drive leaders' aspirations and behaviours. The future capacity of VET in Australia will be underpinned by the capability and regeneration of its leadership. New programmes need to focus on concrete 'change management' skills, working through complex real-world problems and leading change in ambiguous environments. The more authentic and active modes of learning were advocated by VET leaders, who expressed an overwhelming preference for practice-based and self-managed, as opposed to formal, forms of professional learning.

Published abstract reprinted with permission of the copyright owner. Show less

This book addresses the key leadership concepts and change strategies that face contemporary educators and trainers. Globally, education is changing in response to a more demand-driven market and increasing expectations of greater accessibility, flexibility, quality, relevance and efficiency. In addition, new information and communications technologies are transforming the delivery and content of education and training. This environment requires transformational leadership, both at the organisational and the operational level, to change work cultures and to create systems that are responsive and sustainable. The contributions in this book bring together the experience of 18 educational leaders and innovators from around the world. The following issues are critically examined: global developments and trends in open and flexible education and training; the changes, challenges and choices confronting all educators and trainers; the development of an entrepreneurial culture; and the processes of organisational change and of successful leadership. The chapters are: Open and flexible learning: an environmental scan / Colin Latchem and Donald E. Hanna (p. 1-14); Changes, challenges and choices / Colin Latchem and Donald E. Hanna (p. 15-26); Developing an entrepreneurial culture / Colin Latchem and Donald E. Hanna (p. 27-40); Processes of organizational change / Colin Latchem and Donald E. Hanna (p. 41-52); Leadership in open and flexible learning / Colin Latchem and Donald E. Hanna (p. 53-62); The University of South Australia: providing leadership in flexible learning / Denise Bradley (p. 63-71); The University of the South Pacific: leading change in a multinational, multimodal university / Rajesh Chandra (p. 73-81); Alverno College: transforming the institution to an ability-based curriculum and flexible learning / Joel Read (p. 83-91); Leading and managing innovation in UK university contexts / Roger Lewis (p. 93-100); The University of Twente: leading and managing change via a Web-based course-management system / Betty Collis (p. 101-109); Washington State University: a US rural land-grant university responds to its changing environment / Muriel Oaks (p. 111-119); Western Governors University: a competency-based virtual university / Robert C. Albrecht (p. 121-129); The American Distance Education Consortium: from rural provision to virtual organization / Janet Poley (p. 131-138); The UK Open University: managing success and leading change in a mega-university / John Daniel (p. 139-146); Indira Gandhi National Open University and the Distance Education Council: institution and system building in India / Abdul Khan (p. 147-156); Athabasca University: change management in a non-traditional university setting / Dominique Abrioux (p. 157-165); University of Wisconsin-Extension: exercising leadership in complex organizations / Donald E. Hanna (p. 167-175); Partnerships for change / Dato' Gajaraj Dhanarajan (p. 177-185); Leading change in the expanded K-12 classroom / Brian Talbott (p. 187-195); Leadership in institution building: the National Open School of India / Marmar Mukhopadhyay (p. 197-205); Treading a fine line: consultancy in open and distance learning / Bernadette Robinson (p. 207-215); The International Extension College: leadership beyond the mainstream / Barbara Spronk (p. 217-224); Jones International University: converging marketplace entrepreneurship and education / Glenn R. Jones (p. 225-233); Lessons for the future / Colin Latchem and Donald E. Hanna (p. 235-240). Show less

This study examines leadership in Australia’s vocational education and training (VET) sector. VET leaders make a vital and growing contribution to learners, industry and society, yet research on their work is limited. This has direct implications for ensuring leadership is most effective, and for framing evidence-based capacity development. To assist the sector, and in particular the people who find themselves running large and complex training organisations, this study paints a picture of what VET leaders do, and of how they can do it best. The study reveals VET leaders view managing change as more important than teaching and learning, which are flagged as the least important facets of their work. VET leaders have the capacity to manage industry and clients, but need skills to deal with new complex contexts that juggle competition with regulation. The recommendations of the report for identifying and developing future leaders include better leadership training focused on concrete change management skills and reshaping the approaches used for leadership selection. Boosting development among emerging leaders is also identified, as well as providing more definition and structure to the profession of VET leadership. Show less