The Changing Dynamics of Higher Education Middle Management

Preface

Contents

Contributors

About the Authors

Introduction

1 The Changing Management Context

2 New Public Management and New Managerialism

3 Higher Education Reforms and Middle-Level Academic Management

4 Outline of the Volume

References

Academic Middle Managers Under the New Governance Regime at Austrian Universities

1 From the Chair System to New Public Management

2 New Public Management and Academic Middle Managers

2.1 Academic Management -- A New Concept

2.2 Who Are the Academic Middle Managers at Austrian Universities?

2.3 Is There a Decrease or Increase of Bureaucratic Overload?

3 Inconsistencies in the New Governance Pattern

3.1 Contradictions Between Open Access and the New Focus on Output Indicators

3.2 The Awkward Situation of Junior Faculty

Notes

References

The Changing Role of Academic Leadership in Australia and the Netherlands: Who Is the Modern Dean

1 Introduction

2 The Australian Higher Education Sector

3 The Dutch Higher Education Sector

4 Corporate Governance, New Public Management and University Governance Structures

5 Academic Leadership and the Changing Nature of the Deanship

6 The Roles and Activities of Academic Deans

7 Australian and Dutch Deans Speaking for Themselves

7.1 The Research Project

7.2 Between Country Differences

7.3 Within Country Differences

7.4 Across Country Similarities

8 Conclusion

Notes

References

Academic Middle Managers and Management in University Colleges and Universities in Belgium

1 Introduction

2 In Search of Managerialism

3 Do Middle Managers of Institutions of Higher Education Recognise Characteristics of Managerialism

3.1 Presentation of the Questions and Research Design

3.2 Vision on Some Aspects of Managerialism

3.3 Some Forms of Managerialist Performance

3.3.1 Decentralisation of Decision Making

3.3.2 Efficient Management

3.3.3 Quality Assurance

3.3.4 Accountability

4 Has the Situation Changed

5 Conclusion and Discussion

Notes

References

The Roles and Responsibilities of Middle Management (Chairs and Deans) in Canadian Universities

1 Introduction

2 Canadian Universities: Organisation and Governance

2.1 Chairs and Deans: Change Over Time

3 Institutional Policies on Chairs and Deans

3.1 Findings

3.1.1 Department Chairs

3.1.2 Faculty Deans

4 Analysis and Conclusions

Notes

References

Middle-Level University Managers in Italy: An Ambiguous Transition

1 Introduction

2 Reform and Governance

3 Middle-Level University Managers

4 Conclusions

References

Presidents and Deans in French Universities: A Collective Approach to Academic Leadership

1 Introduction

2 A Stronger Leadership at the University Level than at the Faculty Level

2.1 Leadership Styles and Opinions About University Governance: Discrepancies Between the Presidents and Deans

2.1.1 Presidents as Managers, Deans as Primus Inter Pares

2.1.2 Opinions About University Rationalisation: A Gap Between the University Level and the Grassroots

2.2 Some Explanatory Factors

2.2.1 The President as the Only Recipient of University Autonomy: An Overview of the Reforms in France from 1968 to 2007

2.2.2 The Deans' Status

2.2.3 The Unclearness of UFR Frontiers and Prerogatives

3 Governance Coalitions and Academic Leadership in Three Universities

3.1 Three Universities, Three Governing Coalitions

3.1.1 South University: An Alliance Between the President and the Deans

3.1.2 East University: An Alliance Between the President and the Administration

3.1.3 West University: An Isolated President and a Powerful Administration

3.2 Governing Coalitions and Academic Leadership

3.2.1 South University: A Double-Edged Partnership on Both Sides

3.2.2 East University: Managers at the University Level but Passive Deans

3.2.3 West University: Powerful Administration and Reluctant Academic Leaders

3.3 The Stability of Governance Styles

3.3.1 The President, the Administration and the Deans: A Zero Sum Game?

3.3.2 The Effects of Outsiders' Behaviour on the Governance Coalition

3.3.3 Social Exchanges Within Presidential Teams

4 Conclusion

Notes

References

From Democracy to Management-Oriented Leadership The Manager-Academic in Norwegian Higher Education

1 Introduction

2 New Options in the Hands of the Institutional Board

3 Advocates and Opponents

4 Recent Developments and Tendencies The End of Elective Leadership

5 A Move from Democracy to a Management-Oriented System in Norwegian Higher Education

5.1 A Less Democratic Structure?

5.2 A More Management-Oriented Leadership Structure?

6 Conclusion

References

New Public Management and Middle Management: How Do Deans Influence Institutional Policies

1 Introduction

2 Global Pressures on Higher Education Institutions: The Political, Economic and Organisational Contexts

3 The Impact of New Public Management Pressures on the Inner Life of Higher Education Institutions

4 New Public Management in Portuguese Higher Education

5 Methodology

6 The Influences on Institutional Responses to the External Environment

6.1 Institutional Environment

6.2 Governance and Management Models

6.3 Shaping Institutional Responses

7 Conclusion

Note

References

UK Higher Education: Captured by New Managerialist Ideology

1 Introduction: Conceptual Groundwork

2 On the Nature of Managerialism

3 New Managerialist Discourse

4 Collegiality (and Contrived Collegiality)

5 New Managerialism and Its Malcontents

6 Stimuli and Responses

7 Conclusions

8 Implications

Notes

References

The New University: What It Portends for the Academic Profession and Their Managers

1 Introduction

2 Some Key Lessons

3 Context: Ten Game-Changing Trends

3.1 Privatisation

3.2 The Proprietary Dimension

3.3 Marketisation

3.4 Globalisation

3.5 Curriculum Realignment

3.6 Costs and Price

3.7 The Public Policy Environment

3.8 Faculty Appointments

3.9 The Vulnerability of Tenure

3.10 Technology

4 A New Paradigm

4.1 The Emergence of a New Paradigm

4.2 The Rapid Rise of Contingent Appointments

4.3 The Tenure Factor

4.4 Trends in Faculty Compensation

5 Conclusion

Note

References

The Changing Nature of Academic Middle Management: A Framework for Analysis

1 Introduction

2 Middle Management and Leadership

3 University Middle Managers: An Emerging Profession

4 A Framework for Analysis: The Competing Values Framework

5 Discussion

References

Name Index

Subject Index