Faculty of Education - Theses
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ItemA study of transformational and transactional leadership among leaders at the Rajabhat University, Thailand( 2007)The purpose of this thesis was to investigate the leadership styles and organizational culture in The Rajabhat University in Thailand as viewed from the leaders' and non-leaders' perspectives. The study examined leadership behavior based on the notions of transformational and transactional leadership. A survey research methodology was used to gather data from six departments in The Rajabhat University. A total of 96 leaders and 99 non-leaders responded to the Multifactor Leadership Questionnaire (MLQ), and 95 leaders and 101 non-leaders responded to the Organizational Description Questionnaire (ODQ). Leaders perceived their leadership styles to be transformational. Conversely, the non-leaders perceived the leadership styles of their leaders as highly transactional. These results were confirmed by the results of the organizational culture surveys both leaders and non-leaders agreed that the organizational culture were moderately transformational and highly transactional, with non-leaders viewing organizational culture as more transactional than that viewed by the leaders. Transformational leadership culture has been associated with improved organizational outcomes These findings suggest that organizations like The Rajabhat University may need to develop a more transformational leadership culture.
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ItemGlobalisation and cultural management : leading from the margins( 2004)This thesis commenced with the purpose of examining a case study of cultural management within an institution of higher education and questioning whether the manner in which we negotiate our identity, reflect a sense of belonging and create a responsibility within a labyrinth of impersonal spaces with this local/global dilemma will be the premises upon which new answers to old questions, as well as a whole set of new questions about cultural management within higher educational institutions, will be asked. The development of the Intercultural Projects and Resources Unit (IPRU) was examined as a reflective case study analysis, whilst drawing on the researcher's biography as a key component of this thesis, operating at several different but interconnected levels, negotiating simultaneously the space between mainstream Western academic concerns, the researcher's intellectual and geographical/spatial dislocation and working with a diverse range of students, university staff, community groups and places in the world. This thesis contends that when there are 'spaces' that enable all voices to be heard and considered, then the outcome is always far better than anticipated. Such 'spaces' or 'structures' will always start with, and privilege, the perspectives (and participation) of those with the least power and those who are most disadvantaged (margins). Any decision needs to involve a deep consideration of effects in a range of domains, grounded in an appreciation of the layered cultural contexts in which choices are made and implemented. This thesis has proposed that it is in the linking of current debates about difference, identity and marginality with the management of 'culture', ,and in facilitating a space within which these issues can be negotiated, that meaningful work and outcomes as educational administrators within a global knowledge economy becomes possible..
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ItemLeadership and success in educational reform in Thailand( 2004)This thesis presents the results of a study to examine the relationship between leadership and success in educational reform in Rajabhat Institutes in Thailand. A strong emphasis was placed on the effects of leadership, reflecting both 'eastern' and 'western' perspectives and successful educational reform. The study employed a mixed method design in which both quantitative and qualitative data were collected and analysed to answer a research question: 'How do presidents influence the achievement of successful educational reform in Rajabhat Institutes in Thailand?' The two types of data were collected independently. Quantitative data were gathered by questionnaire administered to 492 staff (308 females; 184 males) from three Rajabhat Institutes located in Bangkok, Thailand, who were nominated for their success in educational reform. Qualitative data derived from semi-structured interviews with the three presidents and a small selection of staff who were nominated by the presidents. Observations and analysis of secondary data were also employed. Some interesting findings emerged from the quantitative data analysis. As far as direct effects are concerned, results showed that a service-oriented leadership style, reflecting a "western" perspective had a strong direct effect on educational reform in Thailand. Dhamma-oriented leadership style reflecting an "eastern" approach had a negative direct effect on educational reform. However, dhamma-oriented leadership had a positive but indirect effect mediated by servant leadership. The findings from interviews were consistent with results derived from quantitative data. The study revealed that the combination of the two leadership approaches (dhamma-oriented and servant leadership) were used by the presidents of the three Rajabhat Institutes as instruments for successful educational reform. The findings have implications for practice in making educational reform a reality in similar settings in Thailand. First, leaders should focus on ensuring meaning in the work and be responsive to the needs of subordinates. They should be visionary and serve the well-being of others through their goals and work to accomplish the agreed-upon vision. Second, productive institutions require trust so that cooperation may emerge. In the Thai context, trust has been created by the moral behaviour of leaders. This moral behaviour can add value through mutual understanding, creating a process for the achievement of educational reform in Thailand. It is concluded that both approaches to leadership were important factors in achieving success in educational reform in Thailand.
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ItemStrategic leadership domains for Rajabhat University autonomy( 2003)This study sought to investigate essential elements for Rajabhat Institutes' transformation to higher educational autonomy as indicated by the literature survey. The first set of elements is the different areas of autonomy that Rajabhat Institutes should work toward, and the second is the strategic leadership domains that will facilitate the transformation process. Twenty respondents were formed as a subject group for the interview. The analysis was performed and the results were adapted and employed as per the content of the subsequent questionnaire. Next, the questionnaire was administered to one hundred and sixty Rajabhat personnel purposively selected from administrators and lecturers. The questionnaire using a 5- point Likert response and a ranking format determined the autonomy areas, strategic leadership domains and the level of significance of the strategic leadership domains on the autonomy areas. Statistical analysis of the questionnaire revealed that there were six autonomy areas that Rajabhats should focus their attention on for their successful transformation: academic affairs, administration and governance, personnel management, finance and budget, organisational development and quality assurance respectively. The strategic leadership domain prioritisation were proposed: vision and mission, teamwork, participation, resources, motivation, empowerment, communication and monitoring and assessment. In addition, the study also investigated the level of significance of strategic leadership domains on each autonomy area. The findings indicated that for effective transformation, different areas of autonomy might be facilitated by different strategic leadership domains. A robust model showing desirable transformation process, appropriate autonomy areas and their elements and specific strategic domain priorities has evolved from the questionnaire data. At a macro-level, the model indicates the necessary steps, the top priority autonomy areas and appropriate strategic leadership domains for certain areas. At a micro-level, the model shows the substantial elements of an autonomy area, appropriate strategic leadership domains, and the relevant internal contextual factors of Rajabhat Institutes. The results from both the interview and the questionnaire contributed significantly to the insight into what university autonomy should cover and how to effectively transform a higher education institution. As institutional transformation, either partial or institutional-wide, is considered a change process, the strategic leadership domains in this study concur with the management literature on change theories. Thus, the results from this study could be considered valid to other examples of organisational transformation.
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ItemImplementation of recommended language teaching methods in Rajabhat primary schools : Thai teachers' perceptions of the new basic curriculum( 2008)This study is concerned with primary education reform at schools attached to Rajabhat Universities. A set of twelve language teaching approaches (methods) is suggested in the Thai Teacher Handbook for Foreign Language Teachers, as part of the reform in language teaching and learning at primary level. The approaches aim to develop the ability of language use for communication. Rajabhat schools are in the ideal position for the change implementation, due to schools' location on university campuses and administrative structures under the universities. The aim of the study was to probe the teachers' understanding and practice of the new approaches. Two research questions guided the study: 1 To what degree the teachers comprehend the suggested language teaching methods? 2 What are the teachers' perceptions of how they implement the suggested language teaching methods in classrooms? A mixed research method was employed to answer these questions. Questionnaires and semi-structured interviews were used for data collection. The two data sets are brought together by comparing and contrasting the findings, providing triangulation to enrich result interpretation. Data analysis reveals that the teachers have incorporated the suggested language teaching approaches and methods into classroom activities. They are willing to learn how the suggested approaches could be transformed into activities. However, activities students engaged in appeared to emphasize coverage of linguistic elements of target language and analysis of grammatical relationships of the elements. The emphasis on linguistics, rather than development of the ability to relate language form for functional use, derives from unclear understanding of the proposed approaches. Study findings provide evidence that knowledge and skill development for the usage of the methodological concepts of the suggested approaches could lead to the sustained change in language teaching and learning.
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ItemAn evaluation of an orientation to higher education studies program( 1996)This study is an evaluation of the effectiveness of an Orientation to Higher Education Studies program presented at the Footscray campus of Victoria University of Technology (VUT) in February 1994, to new and continuing students who perceived themselves to be underprepared for university studies in general, and for meeting the standards required for written assignments in higher education in particular. The investigation was undertaken to gain insight into the strengths and weaknesses of the program's present curriculum, delivery techniques and organisational details, but, more importantly, it sought to better understand the potential short term and medium term effects for students of participation in the program. Deeper understandings of these issues will allow the presenters to make informed decisions regarding the development and delivery of future orientation programs for non-traditional students who enter higher education studies. It is also anticipated that this work will contribute to the current interest in the experiences of students in the first year of undergraduate degrees. A variety of methods was used to collect data for the study, including surveys, a questionnaire and interviews. The informants included the participants in the program, five case study students, lecturing staff and an independent assessor. Whilst data gathered through the questionnaire were useful in providing background information, it was investigation into the five case study students' experiences that gave deeper insight into the short and medium term effects on students' attitudes and actions with respect to the preparation of their first written assignment. The evaluation revealed that students from diverse non-traditional backgrounds can gain much from participating in such a program, particularly if it is complemented by the provision of on-going support . As well as identifying the benefits which occurred for the case study students, some limitations of the program were also revealed.
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ItemThe effectiveness of review planning at the University of Adelaide( 1995)This study investigates the response of academic staff in two faculties (A and B) to the implementation of a new performance appraisal scheme termed Review Planning at the University of Adelaide. Review Planning requires academic staff to participate in annual discussions with their head of department or senior colleague regarding their current work performance and their individual goals for the next 12 month period particularly in relation to professional development. These sessions are designed to create conditions under which staff motivation is enhanced and to assist heads and staff with strategic planning for their departments. Review Planning was introduced to all staff of the University in 1991 and is a condition of the Australian Universities Academic Staff (Conditions of Employment) Award (1988). Most staff have participated in the process at least once but until now no formal review has taken place to explore the response of staff to the implementation of Review Planning. The findings of this study provide a useful comparison with the work of other writers in the field of appraisal from both the private and public sectors. Some contrasts can also be made with studies of related schemes operating within higher education institutions in Australia and overseas. Faculties A and B were chosen because they are both large containing numerous departments and provide contrasts in gender discipline funding and staffing. A quantitative approach to this study was chosen over other qualitative methods as it seemed the most appropriate given the large size of the sample population and the relatively short time frame in which to work. A survey was conducted through use of a questionnaire which was circulated to all academic staff of the two faculties. It was anticipated that there would be some differences in response to the implementation of the scheme at the faculty level or on the basis of gender but no meaningful differences were found Instead an overall view of the response of staff from the two faculties was gained. The key findings of this study show that most full time academic staff have participated in Review Planning and many have found the interviews to be a positive experience. However staff and heads do not yet see a clear link between Review Planning and longer term strategic planning. Staff believe that there are few opportunities and limited resources available for professional development and this affects their motivation. Training materials are viewed as being helpful to staff in their preparations for Review Planning but workshops have not been well attended. Heads of departments generally agreed that Review Planning is a demanding and time consuming role for which training is required.
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ItemInstitutional influences on approaches to teaching within a flexible university : a cultural historical investigation( 2010)This study investigated the teaching approaches of two business academics located within an Australian university developing its flexible teaching and learning practices over the past twenty years. The interview subjects are highly regarded educators with formative backgrounds in on-campus or off-campus distance teaching. Each has had a long professional relationship with the researcher in her centrally situated position's as an educational developer within the institution. A review of the student learning literature pertaining to teaching and learning approaches in the higher education sector over the last thirty years, shows that "teaching approaches" can influence "student learning approaches"(Ramsden, Paul 2003) and outcomes, (Biggs, J. 2003; Lizzio, Alf, Wilson, Keithia & Simons, Roland 2002) however "institutional influences" upon teaching approaches seems to be substantially overlooked. (Kernber & Kwan 2000) The academics were invited to participate in this study agreeing to retrospectively review and discuss their teaching in three progressive phases of their working history. They were invited to consider their teaching approach using the Approach to Teaching Inventory (Trigwell, Prosser et. al. 2005) in order to reflect upon their personal positioning (Harre September 2004), institutional practice and societal rhetoric in relation to an academic life in various periods of their teaching history. Discursive analysis has been undertaken of the resulting conversations guided by Cultural Historical Analysis Theory, (Vygotsky 1978, Engestrom 1987). This investigation reveals profound institutional influences on the approaches of teachers to their work. Influences on academic life have usually been studied independent of the Higher education teaching and learning literature. This study points to an urgent need to integrate these research interests to inform understanding of material transformative activity for policy makers in higher education.
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ItemThe admission process and initial performance of mature-age students who enter higher education via non-academic routes( 2004)This study examined a subgroup of mature-age students who had entered university via non-academic routes. The study sought to identify the group; examine the admissions processes used and the efficacy of the Special Tertiary Admissions Test (STAT) within those processes; and explore how the students performed in their first year of study. For the purposes of the study, 'non-academic background' was defined as non-completion of secondary school and/or limited study since leaving school. Data was gathered from a subgroup of applicants through VTAC, and from three case study Schools, via student questionnaires, staff and student interviews and general results data. Only small numbers of mature-age students from non-academic backgrounds enter university, consistently about 3 - 5 per cent of the first year population across Australia. This is a smaller rate than in the past. While the focus of admissions requirements is based on evidence of academic ability, there are still routes available for applicants to provide other forms of evidence. STAT remains a well-regarded instrument for providing evidence of academic potential. On the basis of the study's findings, the admission of students from non-academic backgrounds appears to be a worthwhile exercise, both for the university, which gains committed, high performing students, and for the students themselves, who are able to achieve personal success while preparing for a career change that they hope will be satisfying.
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ItemA study of the market orientation and marketing management in Rajabhat institutes in Thailand( 2005)The purpose of this study was to investigate the market orientation and marketing management of the administrators of four Rajabhat Institutes in Thailand, and also the style of leadership they employed in order to bring about effective change, arising from the establishment of a new Education Act, in their institutes. A case study method was used in order to determine how administrators of Rajabhat Institutes employ market-centred leadership to make effective change in marketing and how, in practice, administrators of Rajabhat Institutes implement their marketing concepts. A modified version of Drysdale's (2001) model of market-centred leadership was employed. This involved a consideration of two dimensions: market orientation and marketing management. The case studies revealed that, in the implementation of marketing concepts, the administrators demonstrated varying levels of responding to, and valuing, the importance of market-centred leadership which, in turn, invoked a various degrees of attitude change on the part of administrators. The extent of attitude to change on the part of institutes and administrators within each institute was graded as either high, medium or low. Variation between institutions indicated one Rajabhat Institute was high, two Rajabhat Institutes were medium and one Rajabhat Institute was low. For the administrators within these institutes: all Presidents were rated high; senior administrators varied between high (one), medium (two) and low (one). This suggests that a high level of responding and valuing of market-centred leadership is required if major educational reform is to be successfully implemented.