ERIC Number: ED252114
Record Type: RIE
Publication Date: 1984-Oct-28
Reference Count: 0
Non-Traditional Education and Organizational Change: The Case of Athabasca University.
Abrioux, Dominique; And Others
Organizational change in the context of nontraditional education is discussed, with attention to Athabasca University (AU), which offers external degree programs in Canada. After considering the evolution of the role of academic faculty at AU, attention is directed to the role of research in the innovative, nontraditional university. Although AU's undergraduate degree requirements may be completed entirely through home study, students are provided a variety of support services, the most important of which is a telephone tutor. AU changed its approach to managing academic affairs: home study editors and instructional developers are no longer in separate organizational units. Original goals were to be innovative by promoting interdisciplinary inquiry and by developing curricula responsive to adult learners' needs. However, cost and time constraints resulted in course content and program development being patterned on existing offerings in other universities. The reasons for these outcomes are explored. Consideration is also given to research activities and terms and conditions of employment for academic staff. The case study is placed in the context of several paradigms of organizational decision-making: the rational/bureaucratic model, the democratic/collegial model, the political model, and the anarchic model. (SW)
Publication Type: Reports - Descriptive; Speeches/Meeting Papers
Education Level: N/A
Authoring Institution: N/A
Identifiers: Athabasca University AB
Note: Paper presented at the Joint Conference of the Association for the Study of Higher Education and the American Educational Research Association Division J (San Francisco, CA, October 28-30, 1984).