The Higher Education Managerial Revolution?Alberto Amaral, V.L. Meek, I.M. Larsen Springer Science & Business Media, 31 Ê.¤. 2003 - 296 ˹éÒ 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. |
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˹éÒ v
... ANTÓNIO MAGALHÃES AND RUI SANTIAGO 131 Managerialism in UK Universities : Unstable Hybridity and the Complications of Implementation OLIVER FULTON 155 V Governance and Management of Australian Higher Education : Enemies Within.
... ANTÓNIO MAGALHÃES AND RUI SANTIAGO 131 Managerialism in UK Universities : Unstable Hybridity and the Complications of Implementation OLIVER FULTON 155 V Governance and Management of Australian Higher Education : Enemies Within.
˹éÒ vii
... implementing curriculum change , and policy formation and implementation at both governmental and institutional levels . From 1996-97 he was chair of the Society for Research into Higher Education and from 1998-2001 he was chair of the ...
... implementing curriculum change , and policy formation and implementation at both governmental and institutional levels . From 1996-97 he was chair of the Society for Research into Higher Education and from 1998-2001 he was chair of the ...
˹éÒ 2
... implementation lies squarely in the hands of the constituent universities and colleges ... The institutions have trajectories of their own ; they have policies of their own , of which governmental dictates are only a part . It is ...
... implementation lies squarely in the hands of the constituent universities and colleges ... The institutions have trajectories of their own ; they have policies of their own , of which governmental dictates are only a part . It is ...
˹éÒ 4
... implement mechanisms which can be used to differentially reward institutions on the basis of the amount of non - government funding secured . The second dimension of the ' market ' as it applies to higher education is , however , far ...
... implement mechanisms which can be used to differentially reward institutions on the basis of the amount of non - government funding secured . The second dimension of the ' market ' as it applies to higher education is , however , far ...
˹éÒ 8
... implementation of new techniques , it carries with it a new set of values , specifically a set of values largely drawn from the private sector " ( Denhardt and Denhardt 2000 : 4 ) . Moreover , in the literature , there is no consensus ...
... implementation of new techniques , it carries with it a new set of values , specifically a set of values largely drawn from the private sector " ( Denhardt and Denhardt 2000 : 4 ) . Moreover , in the literature , there is no consensus ...
à¹×éÍËÒ
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 |
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The Higher Education Managerial Revolution? Alberto Amaral,V.L. Meek,Ingvild Marheim Larsen,Waelgaard Lars ªÁºÒ§Êèǹ¢Í§Ë¹Ñ§Ê×Í - 2003 |
The Higher Education Managerial Revolution? Alberto Amaral,V.L. Meek,Waelgaard Lars ªÁºÒ§Êèǹ¢Í§Ë¹Ñ§Ê×Í - 2012 |
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