SHOW-CASING INDICATORS TO A CHANGING ORGANIZATIONAL CULTURE THROUGH THE DEVELOPMENT OF AN INTEGRATED ELEARNING MODEL: INDICATIONS OF A CHANGING ORGANISATIONAL CULTURE AT THE UNIVERSITY OF THE WESTERN CAPE (UWC)

The adoption of technology to enhance teaching and learning in Higher Education Institutions (HEIs) has resulted in institutions having to contend with dynamic changes emanating from the increasing demands to change and improve upon the traditional modes of instruction. This has put pressure on HEIs to implement organisational cultural changes as they seek to incorporate technology in their teaching and learning discourses. The place of models within the education discourse has been more pronounced in recent years in response to the increasing call for practitioners to deliver quality education. The principal thrust of this paper therefore is to highlight the main developmental phases towards the creation of an integrated eLearning model as it seeks to influence organisational cultural change within a case-study of HEI learning environment at the University of the Western Cape for the period September 2005 – October 2011. It is a challenge to move an organisation, particularly a large organisation, and if there isn't a sense of common direction, one will find a lack of focus (Claret, 2006, p.2). Strategic plans are often associated with transitions in leadership or the attainment of certain milestones (Claret, 2006, p.3). This has been an accumulative exercise at the start of the E-learning Awareness Campaign. Accordingly the replication of such a model would also enhance exchange of ideas as HE practitioners continuously seek to improve the success rate of eLearning implementation.