Faculty members’ perceptions about the management of organizational change

Sana T. Tibi, Lorraine McLeod


This study was designed to examine faculty members’ perceptions of the changes (including an American quality assurance and accreditation process) that are being implemented at the College of Education (CEDU) at the United Arab Emirates University (UAEU).  During the past decade the CEDU has begun a journey of change from a traditional approach to a more learning-centered constructivist approach which requires faculty members and students to adopt new roles and adapt to a new organizational culture. A qualitative case study approach, using semi-structured individual interviews, was used to collect data about some faculty members’ perspectives of the changes. The grounded theory method was used to code and categorize interview data. Results revealed four major organizational changes. Five interrelated categories that described participants’ perceptions about those changes emerged from the data. These were: resistance to change; communicating change; the development, maintenance, monitoring and evaluation of change; considering the inclusion of a new (research) aspect into the organization’s culture; and leadership.  Recommendations and practical implications are offered in this study. While the study cannot be generalized or replicated in other institutions, the theoretical implications may be useful as other institutions review programs and plan their own changes for improvement.

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DOI: http://dx.doi.org/10.18538/lthe.v8.n1.30