Between the Managerial and the Democratic University: Governance Structure and Academic Freedom as Sites of Political Struggle

Abstract

In this article we argue that the university cannot fully contribute to democratic life without being both an institution whose governance is collegial and based on principles of equality, equity, inclusion, transparency, and accountability, and a vector of critical thinking closely linked to academic freedom. Based on this understanding of the 'democratic university,' we seek to highlight some of the key tensions between the 'managerial university' and the democratic university, as reflected in institutional structures, regulations, legal frameworks, and principles. In order to achieve this objective, we identify two sites of political struggles from which it is possible to examine the interaction between a managerial and a democratic conception and practice of the university. The first of these sites is the bicameral governing structure,

Does workload and institutional pressure on accounting educators affect academia at Australian universities?

“…Now, more than ever, universities are operating flexibly in a dynamic and often hostile external environment. Academic managerialism tends to fundamentally transform the nature of the university community (Giroux et al ., , p. 154).There is a risk that the ongoing and ever‐increasing pressures on accounting academics at Australian universities may translate into them feeling pressured to perform acts related to a student‐as‐customer model and unethical behaviour, which may affect them in at least two ways. First, their well‐being may be negatively affected to such an extent that staff committed to teaching may choose to join other providers in the accounting education market, who are competing with universities and who do not experience similar pressures.…”

“…According to Giroux et al . (), ‘managerialism also comes with a strong focus on international growth and rankings, an increased reliance on private funding, and massive investments in advertising campaigns’ (p. 143).…”

“…Many changes within Australian universities reflect the ascendancy of 'managerialism' where universities reproduce practices and cultures found in the corporate world, in its management and conduct, involving private sector approaches, systems and techniques (Anderson, 2008;Fredman and Doughney, 2012;Giroux et al, 2015). Another, perhaps more benign, synonym for managerialism is 'new public management', suggesting entrepreneurial, corporatised practice that now seems commonplace in university discourse (Fredman and Doughney, 2012).…”

“…Anderson (2008) reported managerialism is the efficiency imperative to 'do more with less', resulting in reduced funding, reduced resources, reduced contact hours with students and increased tutorial sizes. Senior university managers have had to implement a range of managerial practices including performance management, measurement schemes and quality assurance mechanisms, which are more suited to commercial corporations and downplay the promotion of scholarship research (Anderson, 2008;Lyons and Ingersoll, 2010;Taylor, 2013;Giroux et al, 2015). It is argued that with managerialism, students have become clients (Giroux et al, 2015).…”

“…Senior university managers have had to implement a range of managerial practices including performance management, measurement schemes and quality assurance mechanisms, which are more suited to commercial corporations and downplay the promotion of scholarship research (Anderson, 2008;Lyons and Ingersoll, 2010;Taylor, 2013;Giroux et al, 2015). It is argued that with managerialism, students have become clients (Giroux et al, 2015). Furthermore, students are also redefined as empowered consumers (see Parker, 2012).…”