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The purpose of this study is to examine established leadership paradigms in the context of institutions of higher education. The old ways of running a college, which might have worked several decades ago, no longer work in the age of flux characterized by super-fast breakthroughs due to technology and the internet. Organizational change is especially difficult in academe where many faculty are tenured and satisfied with the status quo.

This paper examines and synthesizes the relevant literature in leadership and higher education administration, focusing on critical issues and recommendations to ensure the long-term viability and relevance of colleges and universities. It also describes meaningful metrics that should be monitored by university leaders to strengthen their institutions.

Some of the findings are as follows: the old ways of running an institution of higher learning need to be overhauled; colleges and universities need leaders who can transform their institutions into learning organizations where knowledge is shared; and leaders must have the ability to tap into their organization’s intellectual capital and creativity. In addition, several new metrics are needed for evaluating the leadership of a college of university, including vision, employee engagement, student satisfaction and image/reputation.

This study provides an original approach to reform colleges and universities and enable them to thrive in the age of chaos and disruption.

Organisational Development, Organisational Behaviour, Leadership Change.

Master of Business Administration, postgraduate studies, middle or senior managers on open programmes.

The case focuses on the dilemma that Douglas Lines, Nedbank’s Divisional Executive for Strategic Business Unit, South Africa, faced when a new sense of urgency was required to cultivate a culture of collaboration in Nedbank to overcome their silo-mentality.

Examine the current and recommend the preferred culture of Nedbank to enable collaboration; critically analyse and evaluate the suitability of the current structure recommend restructuring; insight into how contextual leadership contributes to collaboration in organisations; present judgement of strategies in initiating and enhancing collaboration to overcome silo-mentality.

A DVD is available with link and password. Teaching Plan and slides are available. The four learning outcomes are posed as questions for groups to discuss and model answers are provided as well as linking them to relevant literature.

CSS 7: Management Science.

The purpose of this study is to help these leaders position themselves for the new economy, to help them see what the author has seen. As the author’s clients emerged from the global economic turmoil that began in 2008, they indicated they had learned numerous lessons – the most important one: when leaders make good decisions, little else matters. When they refuse to make decisions, or show a pattern of making bad ones, nothing else matters. Helping these leaders position themselves for the new economy, the author could see what others did not.

Something was standing in their way – usually the unwillingness or inability to demand cohesion and teamwork. In many cases, they thought they needed more – more education, more experience, more time or more data. They did not realize they had enough of these, but they did lack the confidence, courage and optimism to make the changes that many would resist.

Through this work together, the most successful leaders realized they could no longer push growth. Instead, they had to remove barriers to success and usually these barriers were of their own making. They needed to understand how to leverage their strengths, remove their silo-building behaviors and replace them with silo-busting decisions.

These compelling stories and surprising research findings in this paper focus on real people, who actively sought professional improvement and personal development. Working together, the author and others mapped out their journeys, identified the key roadblocks they faced, recognized the wrong turns they had taken and unlocked their decision-making potential – all the while navigating an increasingly uncertain world and, in some cases, more than doubling the size of their companies.

An essential part of any customer experience management strategy is providing a seamless experience. One of the roadblocks, often a recurring barrier, is the presence of silos. Many people see corporate silos as a function of the organisational structure. But that is only one part of the problem. Influencing siloed mindsets across the length and breadth of the organisation is probably a more significant challenge. The siloed structure and mindset together impact the culture of the organisation that, in turn, affects their quality of customer experience management. This chapter covers the essential aspects of understanding the meaning of silos, including a historical, cultural and organisational perspective on what creates silos. While silos are inevitable, their adverse consequences are not. This chapter provides directions on how to overcome the adverse aspects of silos, thereby enabling better management of customer experiences. Multiple examples, from a customer as well as an organisation point of view, are used to highlight this dimension. The chapter also covers the role of a leader in breaking a silo culture and enabling successful application of various strategies for customer experience management.

This paper aims to explore invitational discourse as a modality underpinning socially responsible enterprises seeking to become spiritually alert. This is carried out by focussing on a rich symbolic environment within which organizations operate.

This conceptual paper explores a fifteenth-century icon from the Russian Orthodox tradition to demonstrate how organizations might move from silo-based communication strategies to create open environments where information is shared. A case study of the global organization in crisis, the dairy cooperative Fonterra, is used as a case study.

Where organizations become invitational and go beyond blame to develop the two fundamental ethical qualities of forgiveness and generosity, they become more socially responsible.

The study takes a well-known artefact within one tradition and appropriates for a discussion about contemporary organizations as they seek to become more holistic and spiritually alert.

The purpose of this study is to explore the attitudes and beliefs of front‐line employees regarding how customer‐company interactions might be improved. Since front‐line employees are closely connected to customers, the resultant experiences and relationships with customers are highly dependent on their actions. However, little is written from the perspective of front‐line employees.

Using a qualitative approach and employing an adaptation of the grounded theory method, this study uses front‐line employee participants with data collection occurring over a six‐month period. A variety of data sources were used including open‐ended reciprocal interviews, member‐checking interviews, observation, and collection of participant and researcher artifacts.

Findings suggest that organizational changes initiated by management create strategically constructed silos that force implementation through people and systems to control and standardize the service interface and resultant customer experience(s). This reactive and inwardly focused construction of silos often serves company rather than customer needs and can result in deteriorating service levels based on the type of customer‐company interaction occurring.

Contrary to how most customer service processes are designed by management, not all customer‐company interactions are alike and vary both in regard to the degree of knowledge needed by front‐line employees to fully serve customers, and the routine or non‐routine nature of the interaction. A two‐by‐two matrix is presented to highlight the impacts of silos occurring for various interaction types.

This paper discusses the elements of successful university-level, cross-disciplinary course development using best practices to foster richer relational networks and to meet the complex demands of education and treatment for children with autism spectrum disorder (ASD).

The three authors created and taught a class on best practices in autism nine times. The authors assessed the knowledge base and attitudinal changes of undergraduates (most in psychology, speech pathology and audiology, and education) for two of the nine cohorts who were being prepared to work with individuals with ASD.

Pre- and postmeasures indicated significant improvement in knowledge and a predisposition to working in interdisciplinary teams. Anecdotally, a number of students indicated in course evaluations that this was their best undergraduate course.

The program development and research have pertinent implications for faculty who are preparing students for professions in which teamwork will be expected, for faculty preparing students to work with individuals with ASD and for any faculty who wish to engage in cross-disciplinary, collaborative teaching.

This is a unique look at best practices of college course development and best practices of the multiple professional fields for which students were being prepared. It was done across three different colleges within a university.

The aim of this chapter is to approach marketing organization from a research perspective, research that reflects contemporary practices of the time. This is done through a review of some of the central texts in the field. The chapter starts by drawing attention to two previous attempts to review and revisit the field, two influential and frequently cited researchers and texts: Achrol’s (1991) frequently cited article entitled “Evolution of the marketing organization: New forms for turbulent environments” and Homburg and colleagues’ (2000) review a decade later entitled “Fundamental changes in marketing organization: The movement toward a customer-focused organizational structure.”

The chapter then reviews the field around 2010, leading into the author’s own concluding reflections on how circumstances internal and external to organizations have affected the organizing of marketing. The chapter argues that while some ideas and changes after 2010 might be viewed as new, other changes are apparently old changes in new shapes. Attention is drawn to six areas of marketing organization research that have emerged and taken a central position in marketing organization research: (1) the adaptation of marketing practice and organization to various business trends, (2) market- and customer-oriented organizations, (3) shifts in marketing’s general role and influence within the firm, (4) marketing’s strategic role and connection to business management, (5) marketing’s interactions with other internal functions, and (6) marketing organization and the application of a wider spectrum of organization theories.