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 32
หน้า 18
... elected rector as chair , two representatives from the academic staff , one representative from the non - academic staff , one student representative and four external members . The universities ' administration is headed by the ...
... elected rector as chair , two representatives from the academic staff , one representative from the non - academic staff , one student representative and four external members . The universities ' administration is headed by the ...
หน้า 19
... elected by academic staff , non - academic staff and students , with the provision to include up to five external lay members representing the broader community . The council elected the chair from its membership and had the final say ...
... elected by academic staff , non - academic staff and students , with the provision to include up to five external lay members representing the broader community . The council elected the chair from its membership and had the final say ...
หน้า 20
... elected by the faculty senate . Institutes are the main disciplinary units . The institutes ' council ( Institutskonfereni ) consists predominantly of senior academic staff , and representatives of junior academic staff and students ...
... elected by the faculty senate . Institutes are the main disciplinary units . The institutes ' council ( Institutskonfereni ) consists predominantly of senior academic staff , and representatives of junior academic staff and students ...
หน้า 24
... elected or appointed for a fixed term . It will be up to the institution to decide which approach to adopt . In chapter 3 , Ingvild Marheim Larsen analyses staff opinion regarding the desirability of these changes . Adoption of the ...
... elected or appointed for a fixed term . It will be up to the institution to decide which approach to adopt . In chapter 3 , Ingvild Marheim Larsen analyses staff opinion regarding the desirability of these changes . Adoption of the ...
หน้า 33
ขออภัย เนื้อหาของหน้านี้ถูกจำกัดการเข้าถึง.
ขออภัย เนื้อหาของหน้านี้ถูกจำกัดการเข้าถึง.
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 |
คำและวลีที่พบบ่อย
academic freedom academic staff actors Amaral analysis apartheid approach Argentina Australian higher education Austria Brazil central chapter collegial competitive context corporate Council countries culture decision decision-making economic efficiency entrepreneurial equity external faculty Finnish funding globalisation governance and management governance model governing bodies head of department higher education institutions higher education management Higher Education Policy higher education systems ideology implementation increased institutional autonomy institutional governance institutional management intellectual property interest internal Kluwer Academic Publishers knowledge leaders leadership Maassen management reforms management structures manager-academics managerialism Meek Ministry Netherlands Norway Norwegian Norwegian universities OECD Open University organisational participation patent performance personnel perspective political Portugal professional Public Administration public management public sector rector respect responsibility role senate shift social stakeholders steering strategic traditional transformation university governance university management University of Oslo University of Twente values vice-chancellor Vught