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Zulu, C. B. – South African Journal of Higher Education, 2011
Research on women in leadership has received growing attention in recent years. But not enough studies have investigated the way women construct leadership and management of the academic department. This article reports on the findings of an inquiry into the experiences of women heads of academic departments (HoDs) at universities in South Africa…
Descriptors: Females, Integrity, Foreign Countries, Transformational Leadership
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Simpson, Z.; van Ryneveld, M. B. – South African Journal of Higher Education, 2010
During and prior to professional registration with the Engineering Council of South Africa, engineering graduates are expected to engage in advanced literacy practices which represent a high level of cognitive demand. This process is the final "gate" through which engineering graduates must pass in order to be acknowledged as…
Descriptors: Graduates, Engineering, Foreign Countries, Literacy
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Oancea, A.; Engelbrecht, P.; Hoffman, J. – South African Journal of Higher Education, 2009
This article begins with a critical consideration of five trends in social and educational research policy and environment in the UK and internationally: (1) the intensification of public criticisms of education research since the mid- and late-1990s; (2) the increasing emphasis on user involvement and focus on use; (3) the ever tighter…
Descriptors: Educational Research, Research Utilization, Foreign Countries, Trend Analysis
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Besley, A. C.; Peters, Michael A. – South African Journal of Higher Education, 2006
This article provides a critical discussion of the neoliberal reforms of higher education focusing on new managerialism and New Public Management. It also distinguishes between democratic and market accountability regimes, examining how the former arise from classical liberalism and the latter from neoliberalism. The article then examines…
Descriptors: Quality Control, Educational Change, Political Attitudes, Accountability
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Newton, J. – South African Journal of Higher Education, 2000
Reports on a five-year ethnographic, longitudinal study of a British higher education college during a process of change in quality assurance. Identifies tensions experienced during the process and stresses the influence of context, the unpredictability of change, and the lack of simple prescriptions for managing change projects. (DB)
Descriptors: Case Studies, Change Strategies, College Administration, Ethnography