Managing academics in Canada and the United Kingdom

Abstract

This paper analyses aspects of the management of

Changing Patterns in the Middle Management of Higher Education Institutions: The Case of Portugal

“…One hypothetical explanation for these differences might lie in the fact that Australian higher education has been under a stronger 'managerialist' pressure (Meek, 2002), when compared to Portuguese or Canadian higher education (Slaughter and Leslie 1997;Miller 1998;Amaral et al 2003). At institutional level, this pressure translates into attempts to convince those in charge of academic units not only to take on stronger management roles but also for assuming a more entrepreneurial attitude.…”

“…The replacement of values associated with autonomy and academic freedom by criteria of economic rationality (Miller 1995(Miller , 1998Harley and Lowe 1998), coincides with closer scrutiny of the performance of professionals. Academic values are increasingly becoming subordinated to the demands of the economy.…”

“…The roles of middle-level academic managers in charge of these units are changing in response to political and institutional pressures for adoption of more 'professional' management approaches and attitudes: being able to define missions, objectives and strategies; having capacity to manage financial and human resources and to assume strong management leadership, in contrast to traditional academic styles of negotiation and consensus building. In short, under the new 'managerialist' pressure, the performance of academic roles based upon research reputation and to a lesser extent on teaching and scholarship appears to give way to performance based upon management capacities (Greene et al 1996;Miller 1998;Harman 2002).…”

The changing demands of academic life in Ireland

“…However, concerns not only around the intensification of academic work (see Deem, 2007), but also around the growing expectation that faculty increase their research productivity (see Miller, 1998;Ramsden, 1998) and the increasing amount of administration they are required to engage in (see Murphy, 2011) all combine to create a more demanding working environment. Among the administrative responsibilities and demands that are now increasingly falling to faculty include grade entry (Lea, 2009) and 'compliance requirements and information requests; administrative duties associated with the introduction of new systems and changes to University policies…' (Houston et al, 2006: p.25).…”

The socio-demographic characteristics and career preparation of the rectors in Turkey

“…Bu anlay›fl›n kat› hali üniversitelerin özel flirketler gibi yönetilmesini savunurken, ›l›ml› hali üniversite yö-netiminde etkinlik ve verimlili¤in art›r›lmas›n› savunmufltur. Bu ba¤lamda yüksekö¤retimin kalitesinin art›r›lmas›nda üni-versite üst yöneticileri için yönetsel etkinlik en önemli faktör-lerin bafl›nda gelmektedir (Miller, 1998). Yeni dönem geleneksel üniversite yönetimi anlay›fl› yerine proje yönelimli ve örgütsel s›n›rlar› aflan bir yönetim anlay›fl›na uyum sa¤lamay› gerektirmektedir (Whithchurch, 2006).…”