Faculty of Education - Theses
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ItemPlanning in the School of Mechanical Technology, TAFE sector, Royal Melbourne Institute of Technology( 1985)The purpose of this study was to examine the mutual relationship between the realities of corporate planning in the School of Mechanical Technology, TAFE Sector, Royal Melbourne Institute of Technology, and Austen's (1981) model for normative planning, and to then determine, within the context of normative planning, the actions which the School would need to take so as to enable it to anticipate and adapt to future conditions. Austen's (1981) model for normative planning and its application to corporate planning at the RMIT was reviewed. In recognizing that collaborative decision-making between the managerial and technical levels is the key to effective implementation of normative planning, the writer elaborated on the principles of collaborative management and, in turn, identified the kind of strategy and structure which would facilitate normative planning. According to Austen (1981), normative planning fosters the development of an organizational environment in which the desires of all members of the organization and its task environment are identified, individual ideals are transformed into organizational norms, and the technological function of the organization is subordinated to the learning function. Within this context, collaboration between the managerial and technical levels in the decision-making processes of the organization ensures that the creativity and ingenuity of individuals and their ability to input to planning are acknowledged, and that, as a consequence, the psycho-social benefits of planning are shared by all members. The deployment of a participative self-regenerative strategy was viewed as being an appropriate means by which normative planning could be implemented and the organization's capability for engaging in continuous problem-solving and self-regeneration could be enhanced. The structural form relevant to this strategy was identified as being one in which adaptive change can be nurtured by the establishment of a dual organizational process - namely, a planning system which is concerned with desired ends and means (i.e. strategic planning) and a resource-conversion system which is concerned with on-going ends and means (i.e. operational planning). A description of the dynamics of the School's evolving corporate-planning process was achieved by conducting a series of interviews with key people, who were involved with that process, and by accessing information from relevant documents in the School. A range of axioms for effective planning were identified. These provided the writer with a basis upon which to conduct a critical analysis of the School's corporate-planning process, to delineate the essential characteristics of that process, and to establish the relationship between those characteristics and the features of normative planning. In inter-relating the characteristics of Austen's (1981) model for normative planning with those of the School's evolving corporate-planning process, the writer concluded that the establishment of an operational-planning process in the School was distinguished with the significant features of Austen's (1981) model and that, as a consequence, the School was well positioned to proceed with the implemention of that other dimension of corporate planning - namely, strategic planning. More specifically, the writer found that the head-of-school had provided ample opportunity for senior staff to further their understanding of the theoretical and practical aspects of learning how to plan and how to manage the complexities of planning; participative decision-making was accepted as being the organizational norm upon which could be developed an organic approach to planning; the planning process was understood generally as being a collaborative venture in which the head-of-school, senior staff, and the teaching and non-teaching staff would continue to share their expertise and to work together in formulating, implementing and monitoring their plans; and it was accepted that as the School moved into strategic planning then greater attention would need to be given to expanding the School's environmental surveillance activities.
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ItemPlanning and budgeting in education: V.C.A.H., Burnley( 1987)In the proposed research attention is focussed upon the administrative functions of planning, budgeting and resource allocation in education with particular reference to the Victorian College of Agriculture and Horticulture - Burnley Campus. The researcher maintains that these functions are important elements of educational administration which, if done effectively, enhance the overall effectiveness of organisations. Furthermore, it is believed that the individual approach adopted by educational organisations should be developed through a carefully considered policy process. The objective of the proposed research is to discuss planning and budgeting processes applicable to education, including the contemporary version of program budgeting, and to outline the elements to be considered in developing a budgeting model for the Burnley campus. The background to the above analysis will be established through a review of the literature in the field of planning, budgeting and resource allocation in education. An important feature of this review will be the influence of relevant government policy. The methodology used in the study will be a descriptive survey centred around the examination of V.C.A.H. documentation, administrative systems and the interviewing of relevant V.C.A.H. officers. The information provided by this survey will form the basis for an analysis of the existing policies and procedures at Burnley and form the basis for model development.