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 vii
... courses in higher education management . OLIVER FULTON is professor of higher education at the Centre for the Study of Education and Training at Lancaster University , where he is also dean for the Associated Institutions . He has ...
... courses in higher education management . OLIVER FULTON is professor of higher education at the Centre for the Study of Education and Training at Lancaster University , where he is also dean for the Associated Institutions . He has ...
˹éÒ 3
... course , while governments in Europe have devolved somewhat direct control over higher education , they also have been very interested in quality assurance and other accountability measures . Neither the pressures nor tempo of change in ...
... course , while governments in Europe have devolved somewhat direct control over higher education , they also have been very interested in quality assurance and other accountability measures . Neither the pressures nor tempo of change in ...
˹éÒ 4
... course , will be informed by a more thorough review of theoretical approaches to the study of higher education governance and management presented in chapter 1 , along with the empirical evidence presented in the subsequent country ...
... course , will be informed by a more thorough review of theoretical approaches to the study of higher education governance and management presented in chapter 1 , along with the empirical evidence presented in the subsequent country ...
˹éÒ 11
... course , management is never totally benign , and it behoves the researcher to discover the relationship with managerialism in day - to - day administrative practices . Nonetheless , unless we can distinguish between management as ...
... course , management is never totally benign , and it behoves the researcher to discover the relationship with managerialism in day - to - day administrative practices . Nonetheless , unless we can distinguish between management as ...
˹éÒ 13
... courses at sub - degree levels and academic and vocational courses for pupils aged 16-18 years . There is also a range of public and private ( some for - profit ) distance learning / correspondence course providers , mainly at sub ...
... courses at sub - degree levels and academic and vocational courses for pupils aged 16-18 years . There is also a range of public and private ( some for - profit ) distance learning / correspondence course providers , mainly at sub ...
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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