The Inclusiveness of Learned Workforce in Managing Higher Education Institutions and Sustaining Competitive Delivery System

By Faizul Abdullah, Fatimah Yusof, Mohd. Yusof Hussain and Sivapalan Selvadurai.

Published by The Social Sciences Collection

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Article: Print $US10.00
Article: Electronic $US5.00

The caveat to this insight is to view the important role of social power among the workforce, in the attempt to construct effective institutional interdependency between organizations and the people who work within. Two key issues of social exclusion are likely to surface, if they are been marginalize from the organizational systems, and are worthy for discussion. Firstly, the relative powerlessness of the university workforce within the broader organizational context, with special reference to the non-academic workforce, makes the goal of organizational change extremely difficult. This is particularly true for a matured university, such as the Universiti Teknologi MARA (UiTM), Malaysia, as it may be extremely vulnerable to any antagonistic relations between them or with the management. Secondly, within the middle management organizations, hierarchical structures are the norm, thus the power and positional authority within such settings will not likely sanction learning, since it is expansive to question the role and power of the management and the decisions they make. This may explain the issue of resentment among the staff, and thus depicts the culture of learning organizations which is observed as not occurring at the sub-organizational level within the university. Thus, this paper will focus mainly on those problems which concern leadership issues at the sub-organization level within the university. Based on experiential setting by the author, the intends of this paper to further explore these issues empirically, particularly when antagonistic relationships between compliance and commitment has been observed in most of the non-academic workforce in the university to respond strategically to their changing roles. The notion of learning organization will form the basis of the referendum in enhancing competitiveness and the commitment endorsed internally by the workforce of the sub-organizational units – and thus the learning organization is the option.

Keywords: Learning Organization, Learning Culture and Cohesive Workforce

International Journal of Interdisciplinary Social Sciences, Volume 5, Issue 6, pp.209-224. Article: Print (Spiral Bound). Article: Electronic (PDF File; 672.046KB).

Faizul Abdullah

Senior Lecturer, Unit Pengajian Ekistiks, Department of Town & Regional Plannin, Faculty of Architecture, Planning & Surveying,, Universiti Teknologi MARA, Shah Alam, Selangor, Malaysia

Dr. Fatimah Yusof

Senior Lecturer, Department of Town & Regional Planning, Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Shah Alam, Selangor, Malaysia

Dr. Mohd. Yusof Hussain

Senior Lecturer, School of Social, Development & Environmental Studies, Faculty of Social Science and Humanities, Universiti Kebangsaan Malaysia, Bangi MALAYSIA, Universiti Kebangsaan Malaysia, Bangi, Selangor, Malaysia

Dr. Sivapalan Selvadurai

Senior Lecturer, School of Social, Development & Environmental Studies, Faculty of Social Science and Humanities, Universiti Kebangsaan Malaysia, Bangi, Selangor, Malaysia


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