The Learning University: Towards a New Paradigm? |
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˹éÒ 8
Government has exerted pressure in the form of the Jarratt Report ( Jarratt 1985 )
and subsequent actions . The complex , ambiguous , collegial nature of
universities and their goals will probably mean that their directions will continue
to be ...
Government has exerted pressure in the form of the Jarratt Report ( Jarratt 1985 )
and subsequent actions . The complex , ambiguous , collegial nature of
universities and their goals will probably mean that their directions will continue
to be ...
˹éÒ 19
The aims of the UFC ( 1989a ) certainly , and naturally , reflect Government policy
for the universities . The DES , and perhaps also the UFC as the agency
mediating policy along with funds to the universities , tends to express the will of
the ...
The aims of the UFC ( 1989a ) certainly , and naturally , reflect Government policy
for the universities . The DES , and perhaps also the UFC as the agency
mediating policy along with funds to the universities , tends to express the will of
the ...
˹éÒ 33
Despite Government rhetoric about autonomous institutional enterprise , these
notes of guidance show how closely the framework was prescribed by the UFC .
With regard to language , strictly these are not bids for funds , much less ...
Despite Government rhetoric about autonomous institutional enterprise , these
notes of guidance show how closely the framework was prescribed by the UFC .
With regard to language , strictly these are not bids for funds , much less ...
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Old Assumptions and New Practices I | 1 |
Change and Higher Education the New Discourse | 15 |
Mission Aims and Objectives What May Be New? | 28 |
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academic academic staff activities adult aims appear appraisal areas arrangements association become bids British central centres Chapter claim colleges commitment competence concerned continuing education Council courses culture curriculum demand departments direction distinct especially examine formal full-time funding further Government groups HEIs higher education idea important increase individual industry initial institutions kinds less lifelong learning look major mature means measures ment mention mission modularization nature needs non-traditional numbers objectives offers older Open organization paradigm part-time partnership perhaps planning statements polytechnics practice present professional programmes questions refer regional require responsibility role sense separate shift social society staff development standards success teaching tion traditional undergraduate Unit universities widening wider young