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 xii
... teaching programmes and research activities directly to economic needs . In addition , there are government concerns about greater internal effectiveness and efficiency through cost saving and performance monitoring ; and about ...
... teaching programmes and research activities directly to economic needs . In addition , there are government concerns about greater internal effectiveness and efficiency through cost saving and performance monitoring ; and about ...
˹éÒ 7
... teaching and research to pursue truth wherever it seems to lead without fear of punishment or termination of employment for having offended some political , religious or social orthodoxy " . In its literal sense , no higher education ...
... teaching and research to pursue truth wherever it seems to lead without fear of punishment or termination of employment for having offended some political , religious or social orthodoxy " . In its literal sense , no higher education ...
˹éÒ 13
... teachers colleges ; other specialised institutions ( graduate centres , maritime academies , military institutes ... teach for degrees which are awarded by a university with which they have an ongoing relationship ) . Colleges of further ...
... teachers colleges ; other specialised institutions ( graduate centres , maritime academies , military institutes ... teach for degrees which are awarded by a university with which they have an ongoing relationship ) . Colleges of further ...
˹éÒ 16
... teaching ' ; teaching and basic research are supposed to have roughly the same importance . At Fachhochschulen ( and the same could be said for polytechnics in Portugal , Finland and the Netherlands ) , the main emphasis is on teaching ...
... teaching ' ; teaching and basic research are supposed to have roughly the same importance . At Fachhochschulen ( and the same could be said for polytechnics in Portugal , Finland and the Netherlands ) , the main emphasis is on teaching ...
˹éÒ 18
... teaching and research are organised and on the formation of faculties and other teaching and research units " ( Higher Education Policy in Finland 2000 : 27 ) . Faculties , senate and other similar entities are broadly representative ...
... teaching and research are organised and on the formation of faculties and other teaching and research units " ( Higher Education Policy in Finland 2000 : 27 ) . Faculties , senate and other similar entities are broadly representative ...
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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