Exploring quality in a university department: Perspectives and meanings

Quality in Higher Education

Volumn 14, Issue 3, 2008, Pages 209-223

  Houston, Don ^a   Robertson, Tom ^a   Prebble, Tom ^a  

^a MASSEY UNIVERSITY   (New Zealand)

Author keywords

Action research; Boundary critique; Critical systems thinking; Higher education; Learning; Quality improvement

Indexed keywords

EID: 57249084072     PISSN: 13538322     EISSN: 14701081     Source Type: Journal    
DOI: 10.1080/13538320802507463     Document Type: Article

References (19)

1. Ackoff, R. L. (1991) The future of operational research is past. Critical systems thinking: Directed readings, John Wiley & Sons, Chichester, UK
2. Ackoff, R. L. (1999) Re-creating the corporation: A design for organizations for the 21st century, Oxford University Press, Oxford, UK
3. Becher, T. (1992) Making audit acceptable: A collegial approach to quality assurance. Higher Education Quarterly, 46:1, pp. 47-66.
4. Carr, W. and Kemmis, S. (1986) Becoming critical: Education, knowledge and action research, Falmer Press, London
5. Checkland, P. (1999) Soft systems methodology: A thirty year retrospective. Soft systems methodology: A thirty year retrospective, John Wiley & Sons, Chichester, UK
6. Flood, R. L. (1995) Solving problem solving: A potent force for effective management, John Wiley & Sons, Chichester, UK
7. Flood, R. L. (2001) The relationship of 'systems thinking' to action research. Handbook of action research, pp. 133-144. Sage, London
8. Harvey, L. (2002) Evaluation for what?. Teaching in Higher Education, 7:3, pp. 245-263.
9. Houston, D. J. (2007) TQM and higher education: A critical systems perspective on fitness for purpose. Quality in Higher Education, 13:1, pp. 3-17.
10. Houston, D. J. (2008) Rethinking quality and improvement in higher education. Quality Assurance in Education, 16:1, pp. 61-79.
11. Jackson, M. C. (2000) Systems approaches to management, Kluwer Academic/ Plenum Publishers, New York
12. Jacques, M. L. (1999) The call of quality: Doing right things right. Quality Progress, 1999, pp. 48-54.
13. Midgley, G. (2000) Systemic intervention: Philosophy, methodology, and practice, Kluwer Academic/Plenum Publishers, New York
14. Newton, J. (2002) Barriers to effective quality management and leadership: Case study of two academic departments. Higher Education, 44:2, pp. 185-212.
15. Sharrock, G. (1998) Performance management and cultural difference in the Australian university. Asia Pacific Journal of Human Resources, 36:3, pp. 87-101.
16. Spencer-Matthews, S. (2001) Enforced cultural change in academe. A practical case study: Implementing quality management systems in higher education. Assessment and Evaluation in Higher Education, 26:1, pp. 51-60.
17. Ulrich, W. (1991) Critical heuristics of social systems design. Critical systems thinking: Directed readings, John Wiley & Son, Chichester, UK
18. Ulrich, W. (2001) The quest for competence in systemic research and practice. Systems Research and Behavioural Science, 18, pp. 3-28.
19. Wendt, R. F. (1994) Learning to "walk the talk": A critical tale of the micropolitics at a total quality university. Management Communication Quarterly, 8:1, pp. 5-45.