framework for the implementation of a virtual design studio model in ...

communicating creative ideas between students, faculty staff and
researchers). One major issue of concern regarding students‟
performance was the lack of required technological experience in
effective use of the tools for the environment. This required a large
amount of tutorial studio time and resulted in a specific „underutilisation‟
for a number of these technological tools by some of the less
„technologically-minded‟ students.
It was also evident that the teaching practice inside the studio followed a
pattern that was totally new for the student, namely a „student-centred
environment‟. This environment is not traditional within the UAE‟s
academic institutions. However, the students generally showed a great
interest in the way the studio was directed and were capable of
controlling their own learning with minimal direction
9.3.2 Senior Management
The senior management of The University of Sharjah reflects the
management style in society which could be described as, according to
Charles Handy 326 , affected by the “Apollonian” or role culture. This
culture, as described earlier in Chapter 3 manifests itself in a
hierarchical style. The management in this culture is the hegemonic
force within the entire organisation. For this case study the managerial
level presented difficulties in collaboration and this resulted in the lack of
support in the domains of integrative technology and maintenance of the
VDS. This is a good example of the organisational resistance to being
studied, referred to by Bryman. 327 The enthusiasm of the Head of
Department in the University of Sharjah and philosophical support of this
project facilitated the informal experiment of the VDS and this later
proved the project‟s success. The interview with the Head of the School
revealed the underlying issues he was faced with during the integrative
process.
326 Handy, C. (2009). op.cit. p102
327 Bryman, A. (1989), ‘Research methods and organisation studies’. In Bulmer, M. Contemporary social
research series. London: Unwin Hyman. p25
187