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1.
Özlem Özkanlı Maria de Lourdes Machado Kate White Pat O'Connor Sarah Riordan Jenny Neale 《Tertiary Education and Management》2013,19(3):241-257
This paper reports on the second phase of a multi‐country study examining cross cultural perspectives of gender and management in Higher Education Institutions (HEIs). It examines the broader labour market context and legislative frameworks for higher education in each country and then analyses the literature on women in university management. The paper presents the findings of research with male and female senior managers about their perceptions of women as HEI managers within changing organisational and management structures. It concludes that although HEI’s are now largely aware of barriers to women getting into and on in senior management, they have not addressed the organisational structures and cultures that perpetuate this inequity. 相似文献
2.
This paper reports on the second phase of a multi‐country study examining cross‐cultural perspectives of gender and management in universities. The first phase of this research with eight countries found that the representation of women was consistently low, especially at Rector/Vice Chancellor level. In the second phase interviews were conducted with both male and female senior managers including current and former Rectors/Vice Chancellors. The focus of this paper is on the organisational barriers to women becoming and being managers in Turkish and New Zealand universities. Twenty‐four interviews were conducted in Turkey and 26 in New Zealand. Rectors/Vice Chancellors and other senior academic colleagues were found to be crucial in supporting academics into senior management. Barriers discussed include time management and role conflict between work and non‐work life. 相似文献
3.
Women remain outsiders in university leadership and management. The literature indicates that discipline base, career mobility, experience outside academia, selection processes, and gender stereotyping may impact on women becoming senior managers. This article reports on research with current and former Vice‐Chancellors, senior managers, and recruitment firms to identify skill requirements for effective leadership and management. Our research indicates gender is an issue in higher education leadership, in recruitment and selection, exclusion from male camaraderie, and preference for transformational leadership. This research will produce a skills benchmark to assess future leadership positions and hopefully cut across current gender bias.
相似文献4.
William Locke 《Higher Education Quarterly》2007,61(1):83-102
Research evidence indicates that an unusually broad range of issues take on strategic significance in a merger and that organisational cultures are critical to the successful integration of staff, students and other stakeholders within a newly combined higher education institution (HEI). This study was based on two specialist higher education (HE) colleges seeking to expand through merger in order to meet the revised criteria for university status in England. It sought a better understanding of the similarities and differences between the management styles and organisational cultures of the two colleges and an assessment of the significance of these for the proposed merger. The main conclusion of the study was that management styles and initiatives needed to be mindful of the existing cultures and subcultures of the two colleges, otherwise there was a risk that the status and efficiency of the new HEI might be improved at the expense of its academic and scholarly development. 相似文献
5.
《Journal of Further & Higher Education》2012,36(3):399-416
This article examines the important but under-researched role of the curriculum manager within further education. It reviews managers’ perceptions of the role through the lens of the professional–managerial paradigm, with a particular emphasis on the conflict in values experienced by managers trying to implement processes driven by the financial imperative whilst ensuring that their focus remains student-centred. The sample selected mirrored the current curriculum management profile within further education and included seven managers (four female, three male) covering a geographical spread from the North Midlands to North London. The day-to-day reality of the role was reflected in a perceived lack of power and autonomy dominated by a sense of frustration that the initial perception of the job was not matched by the veracity of the position. Participants spoke about having to deal with a large number of obstacles that hindered their ability to make a difference; notably, organisational systems and processes, staffing problems and a perceived intransigence and lack of support from senior management resulting in the adoption of a variety of personas in order to cope with the demands of the role. 相似文献
6.
《Journal of Further & Higher Education》2012,36(3):345-354
Abstract This article is the first of a two‐part article on the development of managers in further education (FE). It reports on research which surveyed all general FE colleges in England and two case study colleges, Peterborough Regional College and Leicester South Fields College. The framework for analysing organizational maturity, devised by Pedler et al. (1988), is used to suggest that colleges had not progressed very far pre‐incorporation, in terms of their ability to embed the development of managers within the organization's growth. The article explores the implications of the range of differing percentages of managers, particularly at first‐line level, in the responding colleges, and the differing self‐perceptions of managers at different levels in the case study colleges. The article concludes that there is a discrepancy between the perceptions of senior and first‐line managers as to who is a manger and what constitutes management activity, and that there is a need to build a shared perception and self‐perception of the nature of a management role. The responsibility for the development of managers and the extent of development activity is also analyzed. The article reports on an increase in the numbers of managers undertaking development activities, but explores the variations between colleges and the fact that development is still disproportionately being resourced at middle and senior, rather than first‐line manager levels. Finally, the very varied arrangements for allocating the responsibility for the development of managers is described, leading to questions on the viability of line managers undertaking this role. The article concludes by directing the reader to the second part, which will explore the process of selection of development activity, the links between this process and the strategic plan, the profile of development activities as reported by responding colleges, and finally returns to Pedler et al. ‘s (ibid.) framework to assess the progress of colleges. 相似文献
7.
This paper draws on an international study of the management challenges arising from diversifying academic and professional identities in higher education. These challenges include, for instance, the introduction of practice-based disciplines with different traditions such as health and social care, the changing aspirations and expectations of younger generations of staff, a diffusion of management responsibilities and structures, and imperatives for a more holistic approach to the “employment package”, including new forms of recognition and reward. It is suggested that while academic and professional identities have become increasingly dynamic and multi-faceted, change is occurring at different rates in different contexts. A model is offered, therefore, that relates approaches to “people management” to different organisational environments, against the general background of increasing resource constraint arising from the global economic downturn.
相似文献8.
Gary Holden 《Curriculum Journal》2013,24(3):441-463
Abstract In this paper, the writer, a senior teacher in a comprehensive school, describes his role as a critical friend to two teachers who were undertaking self‐initiated action research projects as part of a school‐based, award‐bearing curriculum development scheme offered in conjunction with the local higher education institute (HEI). He concludes that such a relationship, in providing both challenge and support for colleagues who are attempting to improve practice, is a powerful vehicle for the professional development of teachers and has a positive impact on whole‐school development. 相似文献
9.
Learning about curriculum development is critical for middle managers of technical vocational institutions in order to assume curriculum leadership in maintaining and enhancing the quality and relevance of their educational programs. This case study reports on the design and effects of a professional development arrangement (PDA), with such a focus, for 13 middle managers of a technical vocational community college in a developing country. The findings indicate that the middle managers appreciated the relevance of the PDA for curriculum development at the community college and gained substantial learning about systematic curriculum development. However, the middle managers' post-PDA curriculum development improvement efforts were minimal and characterised by individual initiatives, due to a lack of senior management support, unfavourable work conditions, and a high rate of middle manager attrition. The conclusion drawn is that for trained middle managers to lead systematic curriculum development practices, contextual and organisational barriers germane to technical vocational education in developing contexts need to be considered. 相似文献
10.
Håkan Ylinenpää 《International Journal of Lifelong Education》2013,32(6):507-524
This article explores the characteristics involved when higher education institutions (HEIs) engage in management training in smaller firms. Building on previous research on how smaller firms and small firm managers learn and how these learning characteristics relate to the dominating culture in HEIs, the article suggests a tentative framework within which HEI‐based training of SME managers better could be understood and more effectively implemented. Founded on this framework, the article advocates dialogue as a main pedagogical strategy for designing HEI‐based management training programmes; programmes that should also benefit from including consultants as a lubricating interface between the academic world and the smaller firms’ world of practice. The implications drawn from this framework are illustrated by experiences from a pilot management‐training programme for small business managers in northern Sweden. 相似文献
11.
ABSTRACT This paper investigates the linkages between management processes and the curriculum using an academically effective secondary school as a case study. The aims of the study are twofold. First, in view of the acknowledged importance governments and others place on the quality of school leadership and management on the one hand and curriculum, teaching and learning reforms on the other, there is a need for empirical data as to how school leaders and managers work to secure improvements in curriculum, teaching and learning. This study purports to provide such data. The second aim acknowledges the need to develop conceptual frameworks and data collection instruments as aids to better understanding of complex relationships within school organizations.two deputy principals do play an indirect and important part in promoting academic performance by reinforcing school values in a wide variety of ways. Third, curriculum management is the responsibility of senior teachers and there is tight linkage between both senior teachers and teachers and high quality teaching and learning. Finally, the loose linkage between departments, and also between departments and senior management, provides little opportunity for a school‐wide approach to curriculum matters. It is evident that a whole‐school curriculum management perspective is absent in this school. 相似文献
12.
Attempts to explore the role of organisational climate in organisational effectiveness have been hampered by inadequacies in existing climate measures (e.g. Cameron, 1978a, 1978b). This paper describes the application of Jones & James (1979) perceived climate measures on a sample of senior level Australian academics. Six climate factors were identified: organisational conflict and ambiguity; two leadership components (facilitation and supportiveness; directiveness); work group cooperation in policy committees and immediate workgroups; and organisational and professional esprit. The data reduction procedures used produced results which strongly confirmed Jones and James findings but involved only approximately one-third of their variables. This represents a more efficient measurement approach and furthers the opportunity for understanding and management of climates in effective organisational outcomes. Implications for future studies of senior managerial perceptions of climate are discussed. 相似文献
13.
Maria Adamuti‐Trache 《International Journal of Science Education》2013,35(12):1557-1584
In this paper, we examine the nature and extent of participation of Canadian young women and men in science‐based academic fields. Informed by Bourdieu’s theory of cultural reproduction, we focus on three key stages—senior secondary school, the transition to post‐secondary studies, and the post‐secondary completion stage—to determine whether and how the interrelationships of gender, cultural capital, course completion in senior secondary school, timing of decisions, and initial participation in post‐secondary education lead to the completion of science‐related undergraduate degrees. Through correspondence analyses of 10 years of longitudinal data with 1,055 respondents, we extend the findings of cross‐sectional studies that examine only one aspect of this longitudinal story by showing how the intersection between organisational structures (institutional and disciplinary) and cultural capital transmitted by the family shapes the opportunity structures of access to scientific fields of study by young women and men. 相似文献
14.
15.
Gitte Wichmann-Hansen Mirjam Godskesen Margaret Kiley 《International Journal for Academic Development》2020,25(2):176-188
ABSTRACT In this paper, we focus on professional development for senior academic staff, in particular, doctoral supervisors. Using an authentic case as an example of a long-term, comprehensive, and mandatory development program for senior staff, we analyse the challenges and benefits of such a program and identify issues for consideration. The main issues include: 1) the need for strong incentive structures initiated by the top management; 2) teaching principles that are aligned with the group of senior academics; and 3) a well-evaluated course that, in the long term, encourages supervisors to participate due to their inner motivation. 相似文献
16.
Bev Hopper 《Mentoring & Tutoring: Partnership in Learning》2013,21(3):211-222
One area of great change and continuing development in the UK is the mentoring role of the Higher Education Institution (HEI) tutor during trainees' school-based professional placements. It might be suggested that with schools assuming ever greater responsibilities for trainees the role of the HEI tutor in school is diminishing and may even become extinct. This paper suggests that whilst tutors' roles are clearly changing, tutors have a crucial role to play in minimising the limitations and maximising the undoubted benefits of professional placements. A wide range of issues relating to trainees' placement schools, HEIs, the development of school-based mentors and trainee teachers, and the role of the HEI tutor are evaluated with suggestions for improving future practice. 相似文献
17.
《Journal of Higher Education Policy & Management》2012,34(2):135-138
The experience of public sector reform in Victoria demonstrates that the traditional organisational culture in public service agencies did not fit easily with changing demands made by public administration. A new approach to personnel management was essential to the success of the reform programme implemented in Victoria. This is an important idea for it involved keeping many different types of organisations viable and effective in the 1980s. This paper examines important general trends as they might impact on personnel management in the knowledge industry. It suggests that some of the traditional approaches to personnel management need to be re‐examined and re‐appraised. 相似文献
18.
Miriam Henry 《British Journal of Sociology of Education》1989,10(3):335-350
This paper is concerned with a case study regarding the ‘rise and fall’ of a promotions committee within an Australian College of Advanced Education. The paper considers the internal organisational factors involved with the abolition of promotion by merit as part of increasingly dominant managerialist practices. The paper attempts to contextualise these institutional developments in terms of the restructuring of the Australian economy and concomitant pressures upon state expenditure and consequent increasing pressures on tertiary education institutions to ‘pay their own way’. The study fits within the ‘imperialist strategy’ within organisational analyses where the study of organisations is “merged within a wider analytical framework geared to the examination of historical transformations in institutional structures and the principles which underlie these long‐term historical movements”. In the concluding section, some critical remarks are proffered regarding the way senior administrators within tertiary education institutions have responded to these privatisation pressures upon them.
19.
Organisational climate and strategic change in higher education: Organisational insecurity 总被引：3，自引：0，他引：3
D.K. Allen 《Higher Education》2003,46(1):61-92
This research introduces the concept oforganisational climate and contributes to anunderstanding of the recursive relationshipbetween organisational climate and strategicchange initiatives. In the 1990s there wasrecognition that higher education worldwide wasmoving through a period of rapid change.Alterations in the external environment wereput forward as rationales for universities toreconsider the way they organised from theirtraditional governance and managementstructures through to the way in which theyperformed their primary activities of research,teaching and learning. A common approach tothis adaptation or change has been through anincreased emphasis upon strategic planning.This was accompanied by discourses rooted intechnological determinism and the unquestioningbelief in the rightness of a particular brandof corporate management. This research focusedon one such approach to strategic change: thedevelopment of information strategies in 12 UKHigher Education Institutions. Using a groundedapproach to theory generation, it highlightsthe influence of different styles of managementon organisational climate. The paper discussesthe antecedents and influence of one of thedimensions of organisational climateidentified: insecurity/security. Itestablishes that that climates of insecurity(or security) can exist within an HEI and canbe shared on an organisational level, or can berooted in sub-cultures. Six issues wereidentified which affected the climate ofinsecurity or security within the differentHEIs. These issues related to perceptions ofchange management and its frequency,predictability, openness, degree ofparticipation, discontinuous or incrementalnature of change, and whether or not decisionsare implemented by use of persuasive power orcoercive power. The paper goes on to discussthe multi-dimensional nature of insecurity. Itnotes that `managerial' approaches are morelikely to create highly insecure environmentswhich reinforce a vicious circle: staff beingde-motivated, cautious, less willing to takerisks or exercise discretion and are morelikely to resist change. In contrast, inenvironments where a more `collegial' approachhad been used, a virtuous cycle was created,whereby there was a willingness to be open andshare information, there was a greater degreeof cognitive conflict, and more positiveinterpersonal relationships. These factorshelped create consensus, the widespreadunderstanding of decisions (acceptance of theirlegitimacy) and commitment to both thestrategic decisions and the university. Thepaper concludes by arguing that a moresophisticated approach to strategic planningand change should be utilised reflecting theneed to view the HEI as a symbioticcommunity. 相似文献
20.
Helen Peterson 《Scandinavian Journal of Educational Research》2017,61(1):1-17
This article highlights the multifaceted character of the Swedish higher education sector and investigates senior academic management positions from a gender perspective using theories about an academic prestige economy and academic capitalism. The focus is on an aspect often overseen in research on Swedish academia: the distinction between universities and university colleges. The analysis draws on interviews with 22 women in senior management positions in Swedish higher education and a quantitative mapping of the Vice-Chancellor and Pro-Vice-Chancellor positions in universities and university colleges between 1990 and 2015. The results illustrate that the academic prestige economy is interwoven with both gender and academic capitalism and produce different working conditions and requirements for senior managers at universities and university colleges. 相似文献