Strategic change pathways for continuing education leaders with special reference to built environment spectrum

by Wong, Oi-wan

Abstract (Summary)
(Uncorrected OCR) ABSTRACT Hong Kong continuing education has encountered vigorous change in recent years. It is not limited to the mode of teaching and learning. Changing government policies, fund cutting to the higher education system and the entry of overseas universities?degrees increase the intensity of competition in the environment to an extraordinary extent. There is a large increase in demand upon internal capabilities of both the continuing education institutions and their leaders to confront the challenging conditions. The alignment theory emphasizing on strategic fit among the four elements constituting of market competitiveness, business strategy, organizational culture and leadership style stresses the significance of matching the four elements within the same logic which are defined as ?roduction? ?dministration? ?evelopment?and ?ntegration? Strategic fit of four elements within the same logic enhances the organization? performance level. However, the phenomenon is limited in its way of operation. The researcher substitutes the phenomenon with an operationalization model of strategic fitting the four elements within the same logic by attempting an intensive case study of the strategic change process brought forward by the leader of the Built Environment Unit of the School of Professional and Continuing Education of the University of Hong Kong. The research concludes with a Strategic Change Model of the Built Environment Unit which emphasizes continuous learning, affection, participation and understanding. The model is built on a groundwork comprised of academic identity building and culture management. Its concrete block structure is made of contextualization in the aspects of programme diversification, progression ladders and professional recognition. The whole work is reinforced by Built Environment Sustainability Symposia and a Qualification Framework to confirm the loyalty of their students. The Model can be referred to as a framework by continuing education institution leaders who cope with similar market changing conditions. vii
Bibliographical Information:


School:The University of Hong Kong

School Location:China - Hong Kong SAR

Source Type:Master's Thesis

Keywords:continuing education china hong kong planning organizational change


Date of Publication:01/01/2004

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