AN INVESTIGATION INTO THE STRATEGIES FOR IMPROVING MANAGEMENT/STAFF RELATIONSHIP IN TERTIARY INSTITUTIONS
ATTENTION:
BEFORE YOU READ THE CHAPTER ONE OF THE PROJECT TOPIC BELOW,
PLEASE READ THE INFORMATION BELOW.THANK YOU!
INFORMATION:
YOU CAN GET THE COMPLETE PROJECT OF THE TOPIC BELOW. THE FULL
PROJECT COSTS N5,000 ONLY. THE FULL INFORMATION ON HOW TO PAY AND GET THE COMPLETE
PROJECT IS AT THE BOTTOM OF THIS PAGE. OR YOU CAN CALL: 08068231953,
08168759420
AN INVESTIGATION INTO THE STRATEGIES
FOR IMPROVING MANAGEMENT/STAFF
RELATIONSHIP IN TERTIARY
INSTITUTIONS
TABLE OF
CONTENT
Title page i
Dedication ii
Approval page iii
Acknowledgement iv
Table of content vi
Abstract vii
CHAPTER 1
INTRODUCTION
Background of Study 1
Statement of the problem 5
Purpose of the Study 7
Research Question 8
Chapter II
Literature Review 9
Chapter III
Findings 18
Conclusions 21
Recommendation 24
Reference 28
ABSTRACT
It is no longer news that the standard
of education in Nigeria has drastically fallen. Different methods and
approaches have been adopted severally to savage the situation, but it has
yielded no particular positive result. Bad teaching method, poor reading
habits, poverty, ill-equipped laboratories and libraries, are among the claims
put by scholars that had caused that standard of education in Nigeria. This
paper examines the need to enhance the learning and teaching process in
tertiary education through balance student-staff and student–student
relationship to achieve a sustainable tertiary education system that will
produce optimal results thereby salvaging the falling standard of education in
Nigeria.
CHAPTER I
INTRODUCTION
Background
of the Study
‘‘In
view of the central nature of staff relationship, and the almost universal
assumption that institution benefits management staff, and the importance of
scholarship, it is perhaps surprising how relatively few institution have
specific policies in place to either monitor or to develop and maximize
these beneficial synergies’’, (J.M
consulting 200, p.16).
Academic leaders and managers need to
understand the conditions likely to facilitate links between management staff
of an institution and the relationship existing within them (member of staff) and
those that inhibit connections and seek to compartmentalize academic activities
(Locke, 2004, pp. 108)
This publication seeks to support
institutional policy- makers to enable their institutions to maintain a cordial
relationship between the members of staff and discipline – based scholarship
more effectively. The focus however, is on supporting the relationships between
staff and the inter-relationship among member of staff a higher institution of
learning with respect to policies and practices.
In terms of the work of the higher education
academy, we seek to support its strategic aim of working with institutions in
their strategies for improving the students learning experience’’ (higher
education and academy, 2005a.) and to ensure that the advice is based on
research evidence. Ultimately, the central issue that national system and
institution hade decide is ‘’what is distinctive about higher education?’’
however, what is distinctive about higher education is supporting student and
the wider society understanding of the complexities of the worlds in which we
live
Although,
for many staff, their motivations and the sense of their role is highly shaped
by both their own appreciation of, and belief I the value of relationship to
other member wider society. While there is evidently much practice in realizing
these values we also have to recognize that it is unevenly distributed, much is
implicit and many institutional policies in this area are poorly developed and
sometimes work against nexus.
In the long run, more recent research
demonstrates the potential value of staff relationship to student learning and
for motivating student to learn. This research also how that the linkage is not
automatic, and has to be built systematically into the curriculum, department
institutional and national planning questioning the value or possibility of the
link also stems from the realities of mass higher education. Thus, the linkage
might once have been readily assumed or delivered with small classes, selective
student entry, and staff with time to teach and relate effectively clearly, if
that golden age ever existed, it has now gone.
Paul Ramsden (2001), then pro-vices-
chancellor (learning and teaching) at the university of Sydney and now chief
executive of the higher education academy, expressed this works perspective
when her stated ‘’the main hope for relating a genuinely student-centered
undergraduate education lies in re-engineering the enter academic institution
of higher learning. The word ‘engineer’ suggests that the link does not occur
automatically; it has to be designed; ‘created’; constructed; and brought
about. The word ‘reengineer’ suggest that even if once the linkage did exist,
it now needs significant ‘re-inventing’ to ensure it is in place or, even
better, that it is embedded in many places and processes. Therefore, there is
much that individual, course teams, department and national systems can and
should do to forge these links (Jenkins et al, 2003).
Statement
of the Problem
“The
mission statement included retaining a core commitment to learning-based
teaching and enhancing scholarship through clearly linking research,
professional practice and teaching. However, it was difficult to find this
mission executed in the policy statement. For example the only instance in the
process of appointment, continuation, promotion, performance review, or
application for study leaves for promotion to the rank of senior lecturer,
whereby there was a criterion under the teaching category, ‘ application’ of research to
teaching. There was no reference to the nexus in proposal for new course
student evaluation forms, review of department or internal grants procedure. We
suggest that if such a case study was conducted in most universities, there
would be a similar pattern of rewarding the parts separately, but rarely the
nexus. It is therefore not surprising that the context in which academic works
is part of the explanation as to why there is a zero relationship between
teaching and learning. ( Hattie and marsh,2004 pp5-6; emphasis added).
Purpose
of the Study
The
main purpose of this study is to determine the strategies for improving
standard of education in the higher institution as well as management- staff
and relationship in tertiary institution.
To
determine how reward system support the staff in binding teaching and learning
together in higher institution.
To
investigate the behaviors of the staff toward the students and vice versa.
To
examine the performance of the academic staff and how it can enhance to the
teaching and learning of the students.
To
identify different strategies that must be adopt in the other to maintain good
relationship between the staff and students in tertiary institutions.
Research
Questions
Can
management and staff relationship improve the standard of education in the
higher institution?
To
what extent can reward system support the staff in bringing teaching and
learning together in higher institution?
Can
the behaviors of staff in tertiary institution improve management/students
relationship?
How
can the performance of the academic staffs enhance the learning habits of the
student?
How
can we indentify strategies that must be adopted in other to maintain good
relationship between the staff and the student in tertiary institution?
What
can be the barrier in the improvement of management and staff relationship?
HOW
TO GET THE FULL PROJECT WORK
PLEASE,
print the following instructions and information if you will like to order/buy
our complete written material(s).
HOW
TO RECEIVE PROJECT MATERIAL(S)
After
paying the appropriate amount (#5,000) into our bank Account below, send the
following information to
08068231953
or 08168759420
(1)
Your project topics
(2)
Email Address
(3)
Payment Name (If you made a transfer)
(4)
Teller Number (If you made a direct deposit)
We
will send your material(s) after we receive bank alert
BANK
ACCOUNTS
Account
Name: AMUTAH DANIEL CHUKWUDI
Account
Number: 0046579864
Bank:
GTBank.
OR
Account
Name: AMUTAH DANIEL CHUKWUDI
Account
Number: 2023350498
Bank:
UBA.
FOR
MORE INFORMATION, CALL:
08068231953
or 08168759420
Our other research websites:
Comments
Post a Comment