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
ผลการค้นหา 6 - 10 จาก 85
หน้า 6
... external forces that would unduly intrude in internal university affairs ( Trow 1985 ) . On the other hand , there have been occasions when both the ambitions of university presidents and the academic freedom of faculty have suffered at ...
... external forces that would unduly intrude in internal university affairs ( Trow 1985 ) . On the other hand , there have been occasions when both the ambitions of university presidents and the academic freedom of faculty have suffered at ...
หน้า 8
... external intervention , though the executive arm of the institution may act as a proxy for government bureaucrats . It is important to note that institutional autonomy provides no absolute protection of academic freedom . 3. NEW PUBLIC ...
... external intervention , though the executive arm of the institution may act as a proxy for government bureaucrats . It is important to note that institutional autonomy provides no absolute protection of academic freedom . 3. NEW PUBLIC ...
หน้า 18
... external membership cannot exceed more than one - third of total membership . While there are national decrees on the duration , structure and main objectives of degrees , universities have full autonomy over content . Most of the ...
... external membership cannot exceed more than one - third of total membership . While there are national decrees on the duration , structure and main objectives of degrees , universities have full autonomy over content . Most of the ...
หน้า 19
... external lay members representing the broader community . The council elected the chair from its membership and had the final say with respect to budget , university plans and rules and regulations . The three member executive board ...
... external lay members representing the broader community . The council elected the chair from its membership and had the final say with respect to budget , university plans and rules and regulations . The three member executive board ...
หน้า 21
... external funding , though Australia seems to be accelerating towards that goal at a faster pace than the UK . At the end of 1999 , the Finnish government outlined the priorities for higher education up to 2004. The objectives include ...
... external funding , though Australia seems to be accelerating towards that goal at a faster pace than the UK . At the end of 1999 , the Finnish government outlined the priorities for higher education up to 2004. The objectives include ...
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 |
คำและวลีที่พบบ่อย
academic freedom academic staff actors Amaral analysis apartheid approach Argentina Australian higher education Austria Brazil central chapter collegial competitive context corporate Council countries culture decision decision-making economic efficiency entrepreneurial equity external faculty Finnish funding globalisation governance and management governance model governing bodies head of department higher education institutions higher education management Higher Education Policy higher education systems ideology implementation increased institutional autonomy institutional governance institutional management intellectual property interest internal Kluwer Academic Publishers knowledge leaders leadership Maassen management reforms management structures manager-academics managerialism Meek Ministry Netherlands Norway Norwegian Norwegian universities OECD Open University organisational participation patent performance personnel perspective political Portugal professional Public Administration public management public sector rector respect responsibility role senate shift social stakeholders steering strategic traditional transformation university governance university management University of Oslo University of Twente values vice-chancellor Vught