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1.
Strategic planning was introduced to Australian universities as part of the Commonwealth Government higher education reforms of 1988. The ‘Dawkins Reforms’ implemented extensive structural reform, changed executive leadership roles and responsibilities, commenced the ‘managerialisation’ of the Australian university sector, introduced the Higher Education Contribution Scheme and facilitated the transformation of Australian universities from collegial academies to modern, ‘enterprise’ universities.

There is an abundance of published marketing material celebrating ‘effective’ strategic planning outcomes in the myriad of strategic plans published by Australian universities. Yet, a recent study indicates that strategic planning remains a contested internal leadership function in Australian universities almost 30 years after traditional academic planning was replaced with commercially-focused strategic planning. This paper will review the effectiveness of strategic planning practices in Australian universities guided by the rhetorical question: ‘how good are we and how do we know?’  相似文献   

2.
This paper considers some implications for teaching in higher education of quality assurance demands made in circumstances of financial restraint. The paper suggests that responses must be anchored in improvement in student learning. This has implications for university teaching, for the evaluation of its effectiveness and for leadership in universities. The paper commences with a discussion of an understanding of the nature of the relationship between teaching and learning in higher education resulting from an Australian investigation of student perceptions of university teaching. The understanding arising from this study suggests that, given that the environment is an educational one, both evaluation of teaching and educational leadership should be in harmony with effective approaches to learning and teaching.Paul Ramsden is Professor of Higher Education and Director of the Griffith Institute for Higher Education at Griffith University, Brisbane, Australia. He has taught in polytechnics, universities, and schools in the United Kingdom and Australia. His research field is the influence of teaching and assessment on the quality of student learning. Dr. Ramsden has been professionally involved in faculty development for over 15 years and published the textLearning to Teach in Higher Education, Routledge, New York (1992). He holds degrees from the University of London and the UK Council for Academic Awards, and a Ph.D. from the University of Lancaster.  相似文献   

3.
This paper presents a contingency theory of approaches to teaching in Higher Education adopted by university academics who teach heterogeneous student cohorts within a changing university context. The study is located within the substantive context of academics within Australian universities who teach within the broad field of management studies. Orthodox grounded theory is employed to generate a contingency typology comprised of four separate teaching approaches: Distancing, Adapting, Clarifying, and Relating. The model demonstrates how academics utilise a variety of teaching approaches to address their ‘main concern’, namely maintaining their professional competence within the context of a rapidly changing university landscape and significantly heterogeneous groups of students. We have labelled this process ‘Maintaining Competence’. This model stresses the importance of the twin forces of structure and individual agency in determining teaching approaches. It emphasises the value of analysing what academics actually do in the classroom situation, rather than concentrating on normative assumptions of what they should do in terms of best practice.  相似文献   

4.
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   

5.
American higher education is an enterprise of complex heritage, mission, and governance culture—an enterprise expected to serve as both cultural curator and cultural critic. Contemporary issues such as the call for accountability and the pressure of marketplace ideology present colleges and universities with a possible breakpoint change moment in both mission and leadership, as established policy and philosophic principles are challenged and leadership vision and values are similarly called to question. This article probes the particular effect of marketplace ideology on colleges and explores three metaphors of leadership role and value: the Servant/Exemplar Leader, the Steward/Trustee Leader, and the Artist/Designer Leader.This article is adapted from a keynote presentation given to the Association for Student Judicial Affairs 2005 Annual Meeting in Clearwater Beach, Florida.E. Grady Bogue is Professor of Higher Education at the University of Tennessee, is Chancellor Emeritus of Louisiana State University in Shreveport, and has also served as Interim Chancellor of Louisiana State University and A&M College. He holds B.S. in Mathematics, M.A. in Education, and Ed.D. in Educational Administration from the University of Memphis and was named a Distinguished Alumnus of the University in 1986  相似文献   

6.
现代大学制度是一个融合现代大学的历史与现实、具体与抽象、问题与方法的内涵十分丰富的概念,大学制度创新就是让大学生不断适应现代经济社会发展的需要,努力提高大学自身的办学水平和办学效益.要破除盲目照抄、套用现代企业制度的做法,盲目“跟风”认识上的误区,坚持党委领导,正确行使党委的领导权;坚持校长负责;落实校长依法行政的执行权;坚持教授治教,完善教授的民主治教;坚持民主管理,加大师生办学参与权.  相似文献   

7.
Deputy and pro‐vice‐chancellors (DVCs and PVCs) are core members of the executive team and play a pivotal role in university management. Nevertheless, they have rarely been the subject of empirical investigation. This study addresses this research gap, utilising a census to examine the size and remit of the DVC and PVC cohort in English pre‐1992 universities and map its evolution since 2005. It shows how these universities have increased the number of DVCs and PVCs, created new more managerial variants of the role and extended their collective remit. These developments evidence the extent to which pre‐1992 universities have strengthened their executive and adopted a more corporate post‐1992 university management model. Yet, despite the advent of new executive‐style roles, the endurance of the traditional floating policy PVC testifies to the continued salience of academic leadership—as well as more managerial approaches—in contemporary university management.  相似文献   

8.
A common theme in higher education research is the factors that affect university funding. Studies frequently examine how universities cope with funding cuts and the changes that have stemmed from operating in a neoliberal age, a period that now sees institutions commonly functioning on a cost/benefit basis. This paper offers an original contribution by using the Australian Federal Government Department of Education and Training’s document, Finance 2015: Financial Reports of Higher Education Providers, to problematise the financial assistance individual Australian public universities received from the federal government. The paper acknowledges the factors that can account for some institutions receiving more funding than others but nonetheless highlights the substantial discrepancies concerning government financial contributions that exist between Australia’s highest and lowest funded universities. At a time when a performative culture has increasingly become part of higher education, and an institution’s research performance is calculable and rankable, it is crucial to Australia’s long-term research success that all its universities remain competitive in the race for research and government funding.  相似文献   

9.
During 2002, the Australian Education Ministerconducted a year-long review of tertiaryeducation under the title Higher Educationat the Crossroads. The policy statementarising from that review was released on 13 May2003. It incorporates a combination of newfinancial incentives on students anduniversities, potential expansion of full-feeplaces, and increased intrusion into universitypriority setting.The policy statement promised a $A1.5bexpansion in funding over four years, with morefully-funded university places, and an emphasison improving the quality of teaching andlearning.The strategy is market-driven and could createa `fee-culture' in Australian universities. Implementation of the new policy is not assuredas it has to pass a hostile Senate. Theimplementation process also carries risks forgovernment and universities. This paperdescribes the government's proposals andanalyses their premises and effects.  相似文献   

10.

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   

11.
This article comments on the relationship between British universities and government departments with special reference to the work of the University Grants Committee and the role of its Chairman. The extent to which universities are free to exercise discretion is delineated and the place of lay (i.e., non-academic) people in university government is described. The future would seem to call for increased political adroitness on the part of those who govern universities if the unusual freedom at present possessed by British universities is to be retained.A lecture given at the University of Lancaster on May 28, 1979. Sir Charles Carter was formerly Vice Chancellor, University of Lancaster.  相似文献   

12.
ABSTRACT

The article reports on research conducted in Zimbabwe's 11 universities between 2001 and 2003. The research was aimed at finding how vice chancellors and internal marketers perceived the marketing concept and its organization within the universities including the extent to which prospective university customers considered the arrangements for marketing as meeting their expectations for choice and decision making. It is argued that the new university environment in the developing world replicates that which has driven Higher Education institutions in the developed world to embrace marketing as a key strategic option. However, even in the developed world, marketing in Higher Education continues to be based on imported wisdom from the business sector. The article argues that for marketing to occupy its rightful place in Higher Education, it has to be based on a new axis which reflects the core business of universities. It proposes a theoretical basis for considering a curriculum-focused marketing orientation for Higher Education.  相似文献   

13.
ABSTRACT

As marketisation, stratification and performance measurement besiege Higher Education, managing change becomes a critical leadership and administrative skill. Managing the student experience and organisational reputation take on renewed significance. Yet whilst much attention is paid to quality assurance and validation processes as Higher Education seeks to develop programmes that address stakeholder demands, little work has been done that looks at course closure. It is suggested that fresh perspectives drawn from change communications scholarship, can provide practical value to university leadership teams. In particular, by recognising course closure as a form of trauma, then universities might be better placed to communicate with and support students on closing courses.  相似文献   

14.
The internationalisation of higher education in Australia over the past two decades has brought about dramatic changes in Australian universities. Growing numbers of international students have enrolled in Australian universities and the number of students studying offshore has also increased dramatically. While considerable material has been published on the ramifications of the increased numbers of onshore international students studying at Australian universities, there is relatively little published research on the specific challenges facing academics participating in offshore programs. The aim of this project was to examine the current pre-departure cross-cultural training taking place in the business faculties of three Australian universities in order to gain a better understanding of the adequacy of the support given to Australian academics teaching offshore. Twenty staff involved in offshore education were interviewed as part of this project, including academics with considerable offshore teaching experience, senior academic managers and cross-cultural trainers. While these institutions engage in little formal preparation for offshore teaching, a great deal of informal mentoring and briefing is taking place. We consider the implications of the new quality assurance framework for Australian universities, which requires that institutions be able to demonstrate the ways in which they ensure the quality of teaching and learning. Under this new system, universities are bound by the Australian Vice Chancellors' Committee's guidelines for the provision of education to international students. It appears that Australian universities will need to establish more formal mechanisms to ensure that offshore staff are adequately prepared for offshore teaching posts.  相似文献   

15.
In 2017 Universities Australia (UA), the peak body representing Australian universities released its Indigenous Strategy 2017–2020. The document unites universities together in common goals for Indigenous achievement, filling a notable gap in the Australian higher education landscape. The Strategy outlines a comprehensive plan for enhanced Indigenous outcomes in critical areas of higher education including student access and success, graduate research, and community engagement. This paper focuses on the implementation of Indigenous curriculum for all Australian university graduates which is a key aspect of the Strategy. The changing Indigenous higher education landscape invites the nuanced analysis that critical examination of universities, as organisations, might elicit. Drawing on de Certeau’s notion of tactics and strategies, the paper examines the policy and cultural climate of an Australian university which supports an Indigenous Graduate Attribute curriculum project.  相似文献   

16.
Higher education policies related to quality assurance are implemented in many countries. The purposes of such policies are to ensure the provision for high-quality education, university accountability and transparency in the use of public funding and meeting the needs of the diverse stakeholders. The current Australian Higher Education Quality Assurance Framework was implemented in the year 2000. It can be described that the framework has been enjoyed by universities, academics and other providers in Australia. This paper provides a brief history of quality assurance, its evolution in higher education in Australia and current changes and trends in quality assurance in other developed countries. It then provides an analysis of the success and deficiencies of the current framework used in Australia and suggestions which may be helpful in the development of the new framework. The analysis includes the thoughts of the three authors based on their experience in managing quality and reviews in seven different institutions and the views of more than 40 participants who are staff members from 25 Australian universities.  相似文献   

17.
In the collegial model the basis for appointment to senior management in the collegial model is nomination by a community of scholars, whereas it is by line management in the managerial one. This article focuses on the basis of appointments in universities and the gendering of such structures. Data are drawn from qualitative interviews with both men and women senior manager-academics at Dean level and above in Ireland and Australia (N = 44). In both countries the power of the President/Vice-Chancellor (VC) was very much as a Chief Executive Officer in the managerialist model, rather than the ‘primus inter pares’ of the collegial model. Moreover, Presidents/VCs controlled the appointments of Vice-Presidents/Deputy VCs and Deans and were seen as being able to affect the gender profile of senior management. However, in the Australian system (in contrast to the Irish one) there was no ambivalence about the VC actively rectifying gender inequalities in management. In a context where hybrid forms of management are emerging, this article questions the relevance of collegial/managerialist models in understanding the gendering of universities.  相似文献   

18.
This paper reports on findings from a Leadership Foundation for Higher Education funded project exploring the role of associate deans in UK universities. While the number of associate deans leading cross-curricular and inter-disciplinary initiatives appears to be on the increase, there has been very little research focusing on the exact nature of the role and its importance, or otherwise, in the leadership and management of universities. Drawing on mixed-methods data from 15 semi-structured interviews and a follow-up online survey (n = 172), this paper reports on how the role is defined and positioned in relation to university organisational structures and identifies what the similarities and differences are between associate deans working at traditional and modern universities. As the first national survey of the role, it is argued that this paper makes a significant and original contribution to knowledge. By drawing on the concept of distributed leadership, the paper also offers new theoretical insights into how different types of universities in the UK are responding to external pressures as a consequence of the fast-changing and increasingly complex sector environment.  相似文献   

19.
This article analyses career trajectories into university management in Australia, South Africa and the United Kingdom (UK), skills required to operate effectively and the power of vice‐chancellors (VCs) and their impact on the gendered shaping of university leadership. It is based on qualitative research with 56 male and female senior managers. The research found that the typical career path was modelled on male academic careers. Not surprisingly, in South Africa and the UK the perception of the top university leader was of a man but in Australia, where more women have been VCs, there was no such assumption. Characteristics valued in university leaders in Australia and South Africa were ‘soft’ leadership traits, but in the UK ‘hard’ aggressive and competitive leadership prevailed. VCs are enormously powerful and can shape the gender balance in management teams and thereby potentially broadening leadership styles beyond the predominant transactional model to include transformational leadership.  相似文献   

20.
This article undertakes a feminist critique of the restructuring of the modern university in Australia. It considers the interaction of the processes of globalisation, corporatisation (through the twin strategies of marketisation and managerialism) and the social relations of gender, and their implication for gender equity work in the academy. The paper locates the reform of Australian universities within their Western context, and considers the gendered effects of the new disciplinary technologies of quality assurance and online learning on the position of women academics. It concludes with some comments about the shift in language from equity to diversity which has accompanied corporatisation, and how this has effectively coopted women's intellectual labour to do the work of the entrepreneurial university.  相似文献   

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