Organisational planning and performance integration in a TAFE context

By Denise Bell Research report 4 June 2008 ISBN 978 1 921412 31 8

Description

This paper draws on a research project which developed a change management strategy to assist two TAFE institutes in addressing and improving their planning culture. It outlines the principles and processes which emerged from the research and presents the guidelines for linking the strategic planning process to actions and performance within the different levels of a complex vocational education and training (VET) organisation. The paper should be of interest to VET organisations seeking practical ideas and guidance in how to implement organisational change and development processes.

Summary

About the research

One of NCVER's research objectives is to build the research capacity of the vocational education and training (VET) sector. To this end, NCVER sponsored seven new researchers to attend NCVER's 2007 'No Frills' conference. One of these awards went to Denise Bell. This paper is based on her presentation at the conference.

Finding productive ways to manage change is a challenge for all organisations. Organisational planning and performance integration in a TAFE context by Denise Bell details a change management strategy developed to assist two technical and further education (TAFE) institutes. It looks particularly at addressing and improving each institute's planning culture. The researcher worked with teams in both institutes to develop strategies for effectively implementing a planning framework. Her report examines the principles that underpin the development of a culture of planning in TAFE.

Key messages:

  • There are three key phases to developing and changing organisational practices. These phases are: planning, implementation, and continuous improvement.
  • Sound planning can effectively direct, guide and engage staff to assist an organisation in developing its change management processes. Plans can also assist with the management and implementation of strategies to continuously improve organisational practices.
  • Converting the organisational plan into actions for implementation is critical for change to take place.
  • A high level of staff involvement is needed when leading organisational change, and teamwork is a key element in change strategies. Staff members play a key role in finding solutions to problems and also testing and embedding these solutions.

Tom Karmel
Managing Director, NCVER

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