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PDF Changing Governance and Management in Higher Education: The Perspectives of the Academy

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Citation reference: Harvey, L. This is a dynamic glossary and the author would welcome any e-mail suggestions for additions or amendments.

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G overnance. Governance in higher education refers to the way in which institutions are organised and operate internally and their relationships with external entities with a view to securing the objectives of higher education as a realm of enquiry and critique. Most attempts to formulate the concept of governance in higher education or set out the principles of governance combine four things: the internal working of the higher education institution; its relationships with external bodies including government; the maintenance of academic freedom and the critical role of higher education; and the need to maintain and reinforce public trust in institutions.

Marginson and Considine, define university governance as:. Mayntz , p. Kohler proposed an approximate definition of good higher education governance as:. Veiga et al. In a broad sense, governance refers to the political process of setting goals and the actions taken for their achievement. In a narrower sense the term refers to the increasing fragmentation of public decision making and to the degree of interdependence between state and non-state actors of civil society.

Middlehurst , p. In practice, governance today is messy and contested territory where the boundaries between levels are blurred and where power and authority between different actors in the system are in flux. Hence, definitions of governance need to be treated with caution as they are open to different interpretations in different contexts.

Nonetheless, they usually imply the structure and process for decision-making at the institutional or system level. Management is achieving intended outcomes through the allocation of responsibilities and resources, and monitoring their efficiency and effectiveness. As Marginson and Considine suggest, governance is about determining what is important and what counts through defining institutional goals strategy , purposes mission and values.

Changing Governance and Management in Higher Education

It is also concerned with inputs physical, human and financial , processes ways of operating and organising , outputs and outcomes various aspects of institutional performance and contributions to wider social and economic goals. Discussions of governance also refer to those involved in its operations: through setting policy directions and overseeing implementation processes, through leading and managing the institution within and across different roles, and those who contribute in other ways to decision-making processes and have influence upon direction and outcomes including staff, students and external constituencies Keller, While recognising that internal governance is a multi-layered concept, in this paper the term will be used primarily to embrace internal management structures, decision-making arrangements and leadership roles and the relationships between these functions and the governing boards of institutions.


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The concept of governance is in general usually referred to as a form of steering beyond state influence, in which societal influence is secured through various networks or other steering arrangements Treib et al. Within higher education, the concept of shared governance has historically had another meaning hinting at the influence and representation of academic staff in various decision-making processes.

Still, while the concept of shared governance may sound self-evident in higher education, it is not easy to define this concept Leach, , p. Part of the problem is related to the difficulties of linking shared governance to specific governance arrangements. As demonstrated by various studies, the internal governance of universities is highly diversified Martin and Etzkowitz, ; Amaral et al.

What these studies show is that while shared governance has historically been associated with academics being involved in decisionmaking, there are differences both as to how they are involved and the range of actors involved in the decision sharing.

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The tensions between academic beliefs and contemporary drivers is more evident in certain national systems than in others, and within each system the tension raises particular issues. This book provides a framework for the analysis of recent changes in institutional governance and management in higher education and their impact on the academy and academic work globally. It pinpoints, as far as possible, the areas where recent change is perceived positively and negatively by academics themselves. Changing Governance and Management in Higher Education: The Perspectives of the Academy draws on the findings of an international study based on a common survey of academics in eighteen countries across five continents.

The book opens with a chapter outlining the key issues, drivers and challenges that inform contemporary discourse around academic work and the profession in general. Visit Help Center. Trending Searches. Cart 0. Item s Added To cart Qty. If you are a new user Register login. Help Center. Exchange offer not applicable. New product price is lower than exchange product price. Exchange offer is not applicable with this product. Exchange Offer cannot be clubbed with Bajaj Finserv for this product. Please apply exchange offer again. Your item has been added to Shortlist.

Changing Governance and Management in Higher Education

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