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
หน้า 2
... executive departments , commissions , and councils can announce broad policies , but implementation lies squarely in the hands of the constituent universities and colleges ... The institutions have trajectories of their own ; they have ...
... executive departments , commissions , and councils can announce broad policies , but implementation lies squarely in the hands of the constituent universities and colleges ... The institutions have trajectories of their own ; they have ...
หน้า 7
... between management and the academic profession within institutions , on the other . Direct threats to academic freedom are more closely associated with the internal balance of power between executive and collegial governance INTRODUCTION 7.
... between management and the academic profession within institutions , on the other . Direct threats to academic freedom are more closely associated with the internal balance of power between executive and collegial governance INTRODUCTION 7.
หน้า 8
Alberto Amaral, V.L. Meek, I.M. Larsen. the internal balance of power between executive and collegial governance than with external intervention , though the executive arm of the institution may act as a proxy for government bureaucrats ...
Alberto Amaral, V.L. Meek, I.M. Larsen. the internal balance of power between executive and collegial governance than with external intervention , though the executive arm of the institution may act as a proxy for government bureaucrats ...
หน้า 10
... executive and legislative branches ( Carroll and Lynn 1996 ) ; and the implications of the privatisation movement for democratic values and the public interest ( McCabe and Vinzant 1999 ) . Others have suggested that public ...
... executive and legislative branches ( Carroll and Lynn 1996 ) ; and the implications of the privatisation movement for democratic values and the public interest ( McCabe and Vinzant 1999 ) . Others have suggested that public ...
หน้า 12
... executive managers exercise leadership is an empirical question , not something that can be assumed by definition . 5. OVERVIEW OF NATIONAL SYSTEM CHARACTERISTICS3 The information provided in this section is not intended to be a ...
... executive managers exercise leadership is an empirical question , not something that can be assumed by definition . 5. OVERVIEW OF NATIONAL SYSTEM CHARACTERISTICS3 The information provided in this section is not intended to be a ...
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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