Reality versus perception: Restructuring tertiary education and institutional organisational change – a case study

The purpose of this study was toinvestigate the outcome of restructuring thetertiary system in New South Wales, Australiafive years after its announcement in the late1980s. It was hoped that lessons could belearned to assist policy makers in Nova Scotia,Canada in their attempt to restructure highereducation. Twenty-four senior administratorswere interviewed to collect data on `why' and`how' decisions were made in response to avoluntary restructuring policy. Qualitativedata analysis revealed that (1) voluntaryamalgamations and federations take place whentertiary institutions fear governments willmandate restructuring; (2) restructuring oldestablished institutions is more difficult; (3)personal ambitions of leaders negotiatingmergers play an important role; (4) loosefederations are likely to become morebureaucratic and less efficient; (5)organisational change and development arepoorly understood by senior administrators.To achieve organisational change, more than onefactor must be present. Congruence betweenthese factors is critical to achieve desiredoutcomes. The data inferred that there is arelationship between leadership, restructuring,managing staff relations, organisationaldevelopment, external pressure for change, andorganisational change. To illustrate thisrelationship, the `primary triad model' wascreated suggesting a holistic approach toachieving desired outcomes. Otherwise,organisational change may be perception ratherthan reality.