Browsing by Author "Bisaso Ronald"

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    Institutional Policy for Community Transformation Activities by Disciplinary Fields in Ugandan Universities: Case Study of Gulu University
    (International Journal of Education and Research, 2018-06-06) Ofoyuru Denis Thaddeus; Bisaso Ronald; Muwagga Anthony Mugagga
    Community transformation rhetoric by some universities is so unequivocal that one would expect such universities to have institutional policies informing disciplinary activities for the same. Studies focusing this area are glaringly sparse. We investigated how policies inform community transformation activities by disciplinary fields in Gulu University, a public university in Uganda. The study answered the question: how do policies inform community transformation activities by disciplinary fields in Gulu University? A qualitative case study using in-depth interviews and documents check was conducted. Fifteen members of academic and management staff constituted the sample. Findings reveal an institutional policy-disciplinary activity disjuncture. It is recommended that institutional policy should be developed to mainstream community transformation into activities by disciplinary fields in such a university that seeks to transform community to give the university a true community oriented stature.
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    SUPPORT FOR COMMUNITY TRANSFORMATION ACTIVITIES BY NON-ACADEMIC UNITS IN GULU UNIVERSITY
    (International Journal of Higher Education and Research, 2018-09) Ofoyuru Denis Thaddeaus; Bisaso Ronald; Muwagga Anthony Mugagga
    The critical role of universities in contributing to societal transformation in the modern knowledge economy has been underscored, but support by universities towards this cause seems underreported. This study investigated institutional support by non-academic units towards community transformation in Gulu University, northern Uganda. The objective was to explore how non-academic units support activities for community transformation in Gulu University. A qualitative exploratory case study based on the relativist ontology and constructivist epistemology was conducted. Senior faculty and top management constituted the sample. Data were collected using in-depth interviews from fifteen participants in the hard and soft applied disciplines and analysed thematically. Findings reveal that support for community transformation activities are two main folds: managerial and logistical,however they are routine and non-distinctive in outlook. We conclude that, non-academic units support community transformation activities in a weak and co-incidental mode. We recommend deliberate support for community transformation activities with designated structures in a university which declares a community oriented stance.