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This paper deals with the data analysis and reporting phases of the research process for a study on sustaining the skills base in Australian registered training organisations (RTOs). It looks at these phases of research within the perspective of good practices in analysis and reporting. It explores how collaborative team research work can contribute to the quality of research.

Excerpts from published abstract.

The collected proceedings are indexed at TD/TNC 78.626; the collected PowerPoint presentations are indexed at TD/TNC 78.627; available papers are indexed from TD/TNC 78.628 to TD/TNC 78.651. Show less

TAFE institutes face demands for uniquely high skill levels in their workforce at a time when a large number of their experienced workers are on the threshold of retirement - taking with them their TAFE and industry 'know-how'. One of the means of shoring up this skill base lies in retaining the critical knowledge - if not the worker - through effective knowledge transfer within organisations. This paper reports on research that has explored the benefits of knowledge transfer to the TAFE bottom line and the TAFE culture. It reports on impediments to achieving effective knowledge transfer - whether constraining attitudes or vanishing resources, limiting management practices or unhelpful organisational structures. It presents a range of means that organisations can use to overcome these impediments - the building of attitudes and cultures, the establishing of processes with people at their core, and the integration of knowledge transfer organisation wide. The paper also reports on what TAFE organisations can learn from business models of knowledge transfer.

Published abstract.

Available papers from the 8th Australian Vocational Education and Training Research Association (AVETRA) Conference, 'Emerging futures: recent, responsive and relevant research', are indexed from TD/TNC 81.564 to TD/TNC 81.610. Show less

This research sought to investigate how TAFE institutes are sustaining their skill bases. Firstly, it examined existing strategies that TAFE institutes have in place to maintain the currency of vocational competency of their teaching staff. Secondly, it investigated the strategies being used to transfer organisational knowledge and skills from those with extensive expertise and long-term experience teaching in TAFE institutes to those teachers with relatively limited experience. The study was confined to the TAFE component of the vocational education and training (VET) sector, and was designed to take into account the complexity within this sector that is evident in the differences between TAFE institutes, and between state-based systems. A mixture of qualitative and quantitative methods was used. Information was gathered from a literature review, a search of Australian and overseas websites, and an analysis of organisation documents. It included in-depth interviews of 61 chief executive officers, human resource managers and senior educational managers in 16 TAFE institutes in seven states and territories supplemented by a paper-based questionnaire of 52 middle managers responsible for day-to-day management of teaching areas. The findings of the research confirmed the complexity and diversity of the TAFE teaching workforce, both in the range of duties that were described as teaching, and the wide range of types of employment and balances between full-time and other job configurations. Both the findings of this study and the associated literature review suggest that to sustain their skill bases, institutes will need to develop environments in which a knowledge culture can flourish. The findings of the study further suggest that integrated practices that sustain an institute's skill base also need to be cyclical, ensuring that the financial costs of recruitment, training, retraining, retaining and knowledge sharing and transfer are continually balanced. This study also revealed a lack of awareness of strategies from outside the sector and low levels of belief in the relevance to TAFE of outside strategies, both of which issues need to be addressed. Show less

Schein (1992) suggests that organisational culture is even more important today than it has previously been. Globalisation, increased competition and technological change have created a greater need for innovation, coordination and integration across organisations in order to improve efficiency and meet the expectations of increasingly more sophisticated clients. It is suggested that the key is to identify and effectively manage the varying cultures that exist within organisations, to develop synergies between them and, where possible, prevent them from conflicting with each other. At the same time, traditional organisational structures are being tested by demands for greater adaptability and flexibility and mechanistic organisational structures are making way for more organic structural approaches. This paper presents the findings of research into Australian vocational education and training [VET] providers and the impact that cultures and structures have on their organisational capability. The study is a component of the [Department of Education, Science and Training] DEST funded consortium research program 'Supporting VET providers in building capability for the future'.

Published abstract reprinted by permission of AARE.

Selected papers from the 2006 AARE National Conference are indexed from TD/TNC 89.545 to TD/TNC 89.550 and from TD/TNC 89.701 to TD/TNC 89.710. Show less

This report presents the findings of a study examining organisational culture and structure in a range of Australian registered training organisations (RTOs). The research was designed to identify and describe the ways in which cultures and structures shape activities in RTOs, while identifying strategies for managing structural and cultural change in order to build organisational capability. The following questions formed the basis for the research: (1) In what ways and for what purposes are RTOs adapting organisational structures to enhance team and organisational capability? (2) To what extent and in what ways do cultures within RTOs influence team and organisational capability? The research included a review of the relevant literature, a scan of organisational documents, 43 interviews and 16 focus groups with staff at different levels within seven technical and further education (TAFE) institutes, two private training providers and one enterprise provider. The literature highlights that the organisation of the future will need to be capable of continuing with day-to-day business while undergoing incremental change. Such change will be directed at making organisations fast reacting, flexible, client-driven, innovative, entrepreneurial, and infinitely adaptable and responsive, despite uncertain times. This research found that the majority of people within the RTOs in this study understand the importance of developing these attributes and many are planning strategies to achieve them. A few, the innovators and early adopters, are well on the way to building the environment in which these important organisational attributes will flourish. Show less