A social realist account of the way academic managers exercise agency in monitoring students’ academic success in South African higher education
- Dwayi, Valindawo Valile Medicine
- Authors: Dwayi, Valindawo Valile Medicine
- Date: 2024-04-05
- Subjects: Social realism South Africa Eastern Cape , Critical realism , New public management , Academic development , Academic achievement South Africa Eastern Cape , College students Rating of South Africa Eastern Cape , College student development programs South Africa Eastern Cape , Student adjustment South Africa Eastern Cape
- Language: English
- Type: Academic theses , Doctoral theses , text
- Identifier: http://hdl.handle.net/10962/435863 , vital:73207 , DOI 10.21504/10962/435863
- Description: The roots of this thesis lie in discourses which promote the use of academic monitoring strategies for student success in South African higher education. Although access to higher education widened for black South Africans following the first democratic election, this ‘formal’ access (Morrow, 1993) has not been matched by success with annual cohort studies showing that, regardless of the university at which they are registered, the subjects they are studying and the qualifications they hope to attain, black South Africans fare less well than their white peers. Monitoring performance and referring students on to academic support and development structures thus became a strategy identified as having the potential to address patterns in performance data. The study reports on an attempt to introduce a strategy for Academic Monitoring for Integrated Academic Development at a historically black university in South Africa’s Eastern Cape province. It draws on a metatheoretical framework developed from Bhaskar’s (1978, 1998) critical realism and Archer’s (1995, 1996) social realism to do this. More specifically, it focuses on the way managers at the institution exercised their agency in relation to the strategy and identifies the way social and structural conditions, developed from the time colonial settlers first arrived on the continent, worked to constrain the exercise of this agency. Although the focus of the study was on agency, the study revealed a system of necessary contradictions (Archer, 1995, 1996), a system of conflicting beliefs exacerbated by a lack of resources, that led to the implementation of the strategy not being as successful as intended. The study not only illuminates the conditions at one South African university but also adds to the body of work on management in higher education and to critiques of ‘managerialism’. , Eyona ngxam yale thisisi kukuphendla iindlela zokukhuthaza ukusetyenziswa kwamaqhinga ezemfundo okuqwalasela impumelelo yabafundi kumaziko emfundo ephakamileyo aseMzantsi Afrika. Nangona emva konyulo lokuqala lwedemokhrasi abemi abantsundu baseMzantsi Afrika bethe bavuleleka ukuba bafikelele kwimfundo ephakamileyo, olu fikelelo 'lusesikweni' (Morrow, 1993) khange luhambelane nempumelelo yaba bafundi, nanjengoko uphando olujolise kwimpumelelo yabafundi ngonyaka ngamnye lubonisa ukuba aba bafundi bathi nokuba bafunda kweyiphi iyunivesithi, befunda ziphi iikhosi bekwafundela waphi amakhono, abafundi abantsundu basoloko berhuqeka emva xa bethelekiswa nabo bamhlophe. Ukuqwalaselwa kwenkqubela nokudluliselwa kwabafundi kumacandelo enkxaso nophuhliso kwimiba yemfundo kube liqhinga elithe lachongwa njengelunokukwazi ukujongana neepateni zendlela abaqhuba ngayo abafundi. Olu phando lunika ingxelo malunga nenzame yokuza neqhinga lokuQwalaselwa kwemiba yeMfundo ukwenzela uPhuhliso kwiyunivesithi eyayisakuba yeyabantsundu kwiphondo leMpuma Koloni laseMzantsi Afrika. Luqamele ngesakhelo semethathiyori esakhelwe kwi-critical realism kaBhaskar (1978, 1979) kunye ne-social realism kaArcher (1995, 1996). Eyona nto lugxile kuyo yindlela abalawuli neenkokeli zeli zikomfundo eziwasebenzisa ngayo amagunya azo ngokunxulumene neli qhinga, lukwachonga indlela iimeko zentlalo nezeziko, ezamana ziphuhliswa ukususela oko kwathi kwafika abarhwaphilizi kweli lizwekazi, ezasebenza ngayo ekunqandeni ukusetyenziswa kwala magunya. Nangona ugxiliso lolu phando belusemagunyeni, luthe lwaveza uluhlu lwemiba echaseneyo eyimfuneko (Archer, 1995, 1996), uluhlu lweenkolelo ezingqubanayo ezihlutshezwa kukushokoxeka kwezixhobo, nolukhokelele ekubeni ukufezekiswa kweli qhinga kungabiyiyo le mpumelelo ibilindelekile. Olu phando aluphelelanga nje ekugqamiseni iimeko zale yunivesithi yaseMzantsi Afrika, koko lukongeza kumsebenzi osele wenziwe kwimfundo ephakamileyo lukwaphendla ‘ezolawulo’. , Thesis (PhD) -- Faculty of Education, Centre for Higher Education Research, Teaching and Learning, 2024
- Full Text:
- Authors: Dwayi, Valindawo Valile Medicine
- Date: 2024-04-05
- Subjects: Social realism South Africa Eastern Cape , Critical realism , New public management , Academic development , Academic achievement South Africa Eastern Cape , College students Rating of South Africa Eastern Cape , College student development programs South Africa Eastern Cape , Student adjustment South Africa Eastern Cape
- Language: English
- Type: Academic theses , Doctoral theses , text
- Identifier: http://hdl.handle.net/10962/435863 , vital:73207 , DOI 10.21504/10962/435863
- Description: The roots of this thesis lie in discourses which promote the use of academic monitoring strategies for student success in South African higher education. Although access to higher education widened for black South Africans following the first democratic election, this ‘formal’ access (Morrow, 1993) has not been matched by success with annual cohort studies showing that, regardless of the university at which they are registered, the subjects they are studying and the qualifications they hope to attain, black South Africans fare less well than their white peers. Monitoring performance and referring students on to academic support and development structures thus became a strategy identified as having the potential to address patterns in performance data. The study reports on an attempt to introduce a strategy for Academic Monitoring for Integrated Academic Development at a historically black university in South Africa’s Eastern Cape province. It draws on a metatheoretical framework developed from Bhaskar’s (1978, 1998) critical realism and Archer’s (1995, 1996) social realism to do this. More specifically, it focuses on the way managers at the institution exercised their agency in relation to the strategy and identifies the way social and structural conditions, developed from the time colonial settlers first arrived on the continent, worked to constrain the exercise of this agency. Although the focus of the study was on agency, the study revealed a system of necessary contradictions (Archer, 1995, 1996), a system of conflicting beliefs exacerbated by a lack of resources, that led to the implementation of the strategy not being as successful as intended. The study not only illuminates the conditions at one South African university but also adds to the body of work on management in higher education and to critiques of ‘managerialism’. , Eyona ngxam yale thisisi kukuphendla iindlela zokukhuthaza ukusetyenziswa kwamaqhinga ezemfundo okuqwalasela impumelelo yabafundi kumaziko emfundo ephakamileyo aseMzantsi Afrika. Nangona emva konyulo lokuqala lwedemokhrasi abemi abantsundu baseMzantsi Afrika bethe bavuleleka ukuba bafikelele kwimfundo ephakamileyo, olu fikelelo 'lusesikweni' (Morrow, 1993) khange luhambelane nempumelelo yaba bafundi, nanjengoko uphando olujolise kwimpumelelo yabafundi ngonyaka ngamnye lubonisa ukuba aba bafundi bathi nokuba bafunda kweyiphi iyunivesithi, befunda ziphi iikhosi bekwafundela waphi amakhono, abafundi abantsundu basoloko berhuqeka emva xa bethelekiswa nabo bamhlophe. Ukuqwalaselwa kwenkqubela nokudluliselwa kwabafundi kumacandelo enkxaso nophuhliso kwimiba yemfundo kube liqhinga elithe lachongwa njengelunokukwazi ukujongana neepateni zendlela abaqhuba ngayo abafundi. Olu phando lunika ingxelo malunga nenzame yokuza neqhinga lokuQwalaselwa kwemiba yeMfundo ukwenzela uPhuhliso kwiyunivesithi eyayisakuba yeyabantsundu kwiphondo leMpuma Koloni laseMzantsi Afrika. Luqamele ngesakhelo semethathiyori esakhelwe kwi-critical realism kaBhaskar (1978, 1979) kunye ne-social realism kaArcher (1995, 1996). Eyona nto lugxile kuyo yindlela abalawuli neenkokeli zeli zikomfundo eziwasebenzisa ngayo amagunya azo ngokunxulumene neli qhinga, lukwachonga indlela iimeko zentlalo nezeziko, ezamana ziphuhliswa ukususela oko kwathi kwafika abarhwaphilizi kweli lizwekazi, ezasebenza ngayo ekunqandeni ukusetyenziswa kwala magunya. Nangona ugxiliso lolu phando belusemagunyeni, luthe lwaveza uluhlu lwemiba echaseneyo eyimfuneko (Archer, 1995, 1996), uluhlu lweenkolelo ezingqubanayo ezihlutshezwa kukushokoxeka kwezixhobo, nolukhokelele ekubeni ukufezekiswa kweli qhinga kungabiyiyo le mpumelelo ibilindelekile. Olu phando aluphelelanga nje ekugqamiseni iimeko zale yunivesithi yaseMzantsi Afrika, koko lukongeza kumsebenzi osele wenziwe kwimfundo ephakamileyo lukwaphendla ‘ezolawulo’. , Thesis (PhD) -- Faculty of Education, Centre for Higher Education Research, Teaching and Learning, 2024
- Full Text:
The morphogenesis of higher education leadership: a social realist exploratory journey
- Authors: Andrews, Ruth
- Date: 2023-10-13
- Subjects: Educational leadership South Africa , Education, Higher South Africa , Critical realism , Social realism , Educational change South Africa , Transformational leadership
- Language: English
- Type: Academic theses , Doctoral theses , text
- Identifier: http://hdl.handle.net/10962/442897 , vital:74051 , DOI 10.21504/10962/442897
- Description: The purpose of the study underpinning this thesis was to explore the tensions experienced by university leaders as they balance politics, power and the academic project whilst pursuing their ultimate concerns in the world. Universities are undergoing constant change, particularly in the present time of hypercomplexity, where the discourses of globalisation and neoliberalism condition higher education institutions and their leaders. This predisposes universities to operate as a market economy rather than as a public good. University leaders are under immense pressure as they seek to reposition themselves and exercise their agency in steering their institutions in a landscape fraught with complexity and contestation about the very nature of the modern university. The study was located in a traditional university in South Africa, which added another layer of complexity given the history of Apartheid and, the use of education as a means of discriminating against the black majority population, and the subsequent attempts by the government to transform the system following the first democratic election of 1994. Bhaskar’s (1989) critical realism and Archer’s (1998, 2000) social realism were used to frame the study theoretically. Bhaskar argues for the understanding of the world as an ‘open system’ in which experiences and events emerge from the tendential interplay of mechanisms at a layer of reality not directly accessible to empirical observation. Archer’s (2000) social realism draws on critical realism to provide a set of tools that allows an exploration of the social world in more detail. This study draws on the tools of analytical dualism, or the temporary separation of structure, culture and agency for analytical purposes, and Archer’s (1998) morphogenetic framework, which allows for the exploration of change, or non-change, over time. The overarching goal of the study was to explore how leaders at one South African university were enabled and constrained as they exercised their agency in the pursuit of projects they had identified to address their ultimate concerns about the world more generally and higher education in particular. However, the study also sought to explore the construct of leadership itself in a specific context by using Archer’s (2007, 2012) theoretical work on reflexivity. The study drew on in-depth interviews with senior leaders at the institution, including two vice-chancellors. The interviews were subjected to analysis, and the inferential tools of abduction and retroduction were used to identify the interplay of mechanisms located at the level of the Real, the deepest layer of reality posited by Bhaskar (1978), which led to the events and experiences reported by leaders. A literature review was used to identify additional theories that were used in the processes of abduction and retroduction. The study revealed that change, or rather non-change, is often concealed in cultural rhetoric veiled in leadership practices in acts assimilating past ideology and codified rules and practices with new codified rules and practices. Leaders often draw on powerful relational networks as they reflexively exercise their agency, and these networks can also work to constrain change. , Thesis (PhD) -- Faculty of Education, Education 2023
- Full Text:
- Authors: Andrews, Ruth
- Date: 2023-10-13
- Subjects: Educational leadership South Africa , Education, Higher South Africa , Critical realism , Social realism , Educational change South Africa , Transformational leadership
- Language: English
- Type: Academic theses , Doctoral theses , text
- Identifier: http://hdl.handle.net/10962/442897 , vital:74051 , DOI 10.21504/10962/442897
- Description: The purpose of the study underpinning this thesis was to explore the tensions experienced by university leaders as they balance politics, power and the academic project whilst pursuing their ultimate concerns in the world. Universities are undergoing constant change, particularly in the present time of hypercomplexity, where the discourses of globalisation and neoliberalism condition higher education institutions and their leaders. This predisposes universities to operate as a market economy rather than as a public good. University leaders are under immense pressure as they seek to reposition themselves and exercise their agency in steering their institutions in a landscape fraught with complexity and contestation about the very nature of the modern university. The study was located in a traditional university in South Africa, which added another layer of complexity given the history of Apartheid and, the use of education as a means of discriminating against the black majority population, and the subsequent attempts by the government to transform the system following the first democratic election of 1994. Bhaskar’s (1989) critical realism and Archer’s (1998, 2000) social realism were used to frame the study theoretically. Bhaskar argues for the understanding of the world as an ‘open system’ in which experiences and events emerge from the tendential interplay of mechanisms at a layer of reality not directly accessible to empirical observation. Archer’s (2000) social realism draws on critical realism to provide a set of tools that allows an exploration of the social world in more detail. This study draws on the tools of analytical dualism, or the temporary separation of structure, culture and agency for analytical purposes, and Archer’s (1998) morphogenetic framework, which allows for the exploration of change, or non-change, over time. The overarching goal of the study was to explore how leaders at one South African university were enabled and constrained as they exercised their agency in the pursuit of projects they had identified to address their ultimate concerns about the world more generally and higher education in particular. However, the study also sought to explore the construct of leadership itself in a specific context by using Archer’s (2007, 2012) theoretical work on reflexivity. The study drew on in-depth interviews with senior leaders at the institution, including two vice-chancellors. The interviews were subjected to analysis, and the inferential tools of abduction and retroduction were used to identify the interplay of mechanisms located at the level of the Real, the deepest layer of reality posited by Bhaskar (1978), which led to the events and experiences reported by leaders. A literature review was used to identify additional theories that were used in the processes of abduction and retroduction. The study revealed that change, or rather non-change, is often concealed in cultural rhetoric veiled in leadership practices in acts assimilating past ideology and codified rules and practices with new codified rules and practices. Leaders often draw on powerful relational networks as they reflexively exercise their agency, and these networks can also work to constrain change. , Thesis (PhD) -- Faculty of Education, Education 2023
- Full Text:
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