Managing Curriculum Change from the Middle: How Academic Middle Managers Enact Their Role in Higher Education

Abstract:

Literature shows that the role of academic middle managers (AMMs) has been a subject of contestation for a long

time the world over owing to the fact that there has not been a clear cut articulation of what exactly this role

constitutes or means. Such a situation according to literature has tended to affect the way the AMMs enact their role

in their different departments and organisations. Traditionally, the role of the academic middle manager has been

viewed as transmitters of top management views to the lower echelons of the organisation. This view has however

greatly changed over the last couple of decades owing to the realization that academic middle managers play a

critical role in both educational change and curriculum change and it is the later view that this paper seeks to explore

and highlight. More specifically, this study examines the concept of role as understood by the academic middle

managers (AMMs) and also as shaped by the different contexts in which the AMMs perform their curriculum change

roles in higher education. Literature shows that the way the AMMs understand and hence enact their role in

curriculum change is framed by the nature of the activity, role expectation, role conflict and the demands of the role

sender among others. This study therefore examines how AMMs understand and eventually enact their role in the

light of different competing demands and interests during curriculum change in higher education

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