Stakeholders=0027 perceptions of appropriate management methods the case of A. youth-village undergoing change Shabtay Bilu.pdf (4.06 MB)
Stakeholders' perceptions of appropriate management methods: the case of A. youth-village undergoing change
thesisposted on 2023-08-31, 08:18 authored by Shabtay S. Bilu
The research examined employees and stakeholders' perceptions of a significant educational reform conducted at the A. Youth-Village. The reform aimed at transforming an out-dated agriculture school into a technological-scientific education centre that would be able to train its pupils to meet the challenges of the 21st century. This study investigated the employees and stakeholders' perceptions of the appropriateness of methods used during the organisational change of A. Youth-Village. The studied perceptions related, amongst other issues, to the extent of the respondents’ knowledge about the latest changes introduced, their respective present and future positions in the A. Youth-Village, the impact of the changes on their professional careers, and the necessity for change (Samuel, 2005). The research employed mixed qualitative and quantitative methods to investigate different variables relating to the management of the A. Youth-Village, derived from background conversations with stakeholders' and a review of the relevant literature on traditional management theory. Data analysis was adapted to the different research methods, including statistics and content analysis. Five main categories emerged from the data analysis as important considerations for the management of the A. Youth-Village: (1) Personal Attitude (2) Quality Professional Development (3) Quality Management Approach (4) Quality Consumer Satisfaction and (5) Personal Improvement. These five categories used to form an innovative managerial theory (Ed.QMS), which can serve as an operative management model that would be appropriate to the needs of the A. Youth-Village during and after the implementation of change. The new theory and model embodies an addition to traditional management theory and despite the difficulties involved in generalisation due to the unique nature of the studied institution, it may be relevant and helpful for other boarding technological and agricultural schools.
InstitutionAnglia Ruskin University
- Accepted version