The Higher Education Managerial Revolution?Alberto Amaral, V.L. Meek, I.M. Larsen Springer Science & Business Media, 31 ส.ค. 2003 - 296 หน้า Hedda, founded on 1 January 2001, is a consortium of nine European centres and institutes devoted to research on higher education (see web site: www. uv. uio. nolhedda). Theconsortium·saims are to strengthen the relationship between higher education research and practice, organise and support available academic expertise, and further knowledge on higher education in Europe in such a way that it becomes more accessible and visible at the supranational and international levels. To contribute to the consortium's objectives CIPES, one of its member institutes, and Hedda have taken a new initiative in the field of research on higher education, that is, an annual seminar focused on one specific topic of research. The topic is determined by the Hedda Board from among the most burning issues of present day higher education policies. The tirst seminar was a four-day scientific event on Governance Structures in Higher Education Institutions. The seminar was held along the banks of the Douro River, Portugal, on 13-17 October 2001. The second seminar focused on the Emergence of Managerialism in Higher Education Institutions and took place at the same location on 4-9 October 2002. The theme of the third seminar is Markets in Higher Education to be held 2-6 October 2003. Participation in the seminars is limited to select Hedda researchers and invited researchers of international standing, all of whom are active in the research theme of each particular seminar. |
จากด้านในหนังสือ
ผลการค้นหา 1 - 5 จาก 71
หน้า xii
... efficiency through cost saving and performance monitoring ; and about increasing accountability to a greater range of stakeholders than in the past . Simultaneously , there are pressures and expectations regarding maintaining academic ...
... efficiency through cost saving and performance monitoring ; and about increasing accountability to a greater range of stakeholders than in the past . Simultaneously , there are pressures and expectations regarding maintaining academic ...
หน้า 7
... efficiency , but still usually do [ es ] not prevent universities or colleges from ultimately achieving their goals . In contrast , governmental actions that affect substantive goals affect the heart of Academe . Generally , across the ...
... efficiency , but still usually do [ es ] not prevent universities or colleges from ultimately achieving their goals . In contrast , governmental actions that affect substantive goals affect the heart of Academe . Generally , across the ...
หน้า 8
... efficiency and effectiveness of service delivery will be achieved through the use of private sector management techniques , such as specifying service objectives and competition for customers , performance measurement , decentralisation ...
... efficiency and effectiveness of service delivery will be achieved through the use of private sector management techniques , such as specifying service objectives and competition for customers , performance measurement , decentralisation ...
หน้า 9
... efficiency , effectiveness , quality of service and whether the intended beneficiaries actually gain ; a decentralised management environment which better matches authority and responsibility so that decisions on resource allocation and ...
... efficiency , effectiveness , quality of service and whether the intended beneficiaries actually gain ; a decentralised management environment which better matches authority and responsibility so that decisions on resource allocation and ...
หน้า 11
... efficient administration of the institution to managerialism . While we have distinguished between management as a set of practices and managerialism as ideologically driven , it is also necessary to draw a similar distinction between ...
... efficient administration of the institution to managerialism . While we have distinguished between management as a set of practices and managerialism as ideologically driven , it is also necessary to draw a similar distinction between ...
เนื้อหา
An Interpretation of the Introduction of New Management Structures in Higher Education | 31 |
THE CASE OF UNIVERSITIES | 55 |
DEPARTMENTAL LEADERSHIP IN NORWEGIAN UNIVERSITIES IN BETWEEN TWO MODELS OF GOVERNANCE? | 71 |
The Colourful World of Management Reforms | 89 |
Transformation of Academic Management in Austrian Universities | 109 |
THE RISE OF ACADEMIC MANAGERIALISM IN PORTUGAL | 131 |
UNSTABLE HYBRIDITY AND THE COMPLICATIONS OF IMPLEMENTATION | 155 |
ENEMIES WITHIN AND WITHOUT | 179 |
THE ROLE OF THE INSTITUTION IN UNITED STATES HIGHER EDUCATION | 203 |
MANAGERIALISM WITHIN A FRAMEWORK OF COOPERATIVE GOVERNANCE? | 229 |
A CASE STUDY | 253 |
A MANAGERIAL REVOLUTION? | 275 |
ฉบับอื่นๆ - ดูทั้งหมด
The Higher Education Managerial Revolution? Alberto Amaral,V.L. Meek,Ingvild Marheim Larsen,Waelgaard Lars ชมบางส่วนของหนังสือ - 2003 |
The Higher Education Managerial Revolution? Alberto Amaral,V.L. Meek,Waelgaard Lars ชมบางส่วนของหนังสือ - 2012 |
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