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1.
Universities are facing dynamic environments to which they have to respond by developing new organisational forms often to
enhance adaptation. Thereby, governance,management and leadership structures are changing – aiming at increased flexibility,efficiency
and effectiveness. This involves new procedures to manage the relationship with the environment, new authority structures
within universities, and new ways of resource allocation. Hence, this paper will present empirical results from a cross-national
study of adaptive university structures vis-a-vis a changing socioeconomic environment. Based upon that, new organisational
forms are introduced which better support and enhance the current trend towards more entrepreneurial universities.
This revised version was published online in August 2006 with corrections to the Cover Date. 相似文献
2.
民办高等学校管理体制和运行机制研究课题组 《北京城市学院学报》2001,(3):1-23
文章阐述了民办高等学校管理体制和运行机制 ,论述了民办高等学校的运作特色及其发展、功能、办学特点、筹款、资源利用、自主管理、领导班子结构、立法诸重要问题 相似文献
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4.
对高校内部资源配置的思考 总被引：1，自引：0，他引：1
我国高校内部资源的配置面临以下难题:校内资源配置的效率与公平难以兼顾,资源决策中行政权力和学术权力难以互容,资源配置方式中集权与分权的尺度难以把握,校内资源共享难以实现,校长多重角色的冲突难以协调等。为此,应实施战略管理,按照清晰的战略方向整合资源;通过制度设计,有效监控资源配置权力;推进科学决策,克服决策中的非理性因素影响;设立多种平台,构建科学的校内资源共享机制;加强评估监督,使资源配置的目标与责任相联。 相似文献
5.
自有资金指学校根据有关财务管理的规定，按一定比较对院系、部门的创收经费提取上缴部分后，其余部分由院系、部门统筹安排、直接管理、自主使用的资金。强化自有资金管理，有助于堵塞漏洞，防止腐败；有助于资金的合理使用，保护和调动教职工创收的积极性；有助于净化学校风气，改善育人环境。 相似文献
6.
Barbara Sporn 《Higher Education》1996,32(1):41-61
Universities are complex social organizations with distinctive cultures. On the one hand, academic freedom and autonomy are inviolable values and, on the other hand, changing environmental conditions exert strong influence on the primary functions of universities. This paper analyzes the ability of university cultures to adapt to these changes and describes management approaches that mirror the specific culture of a university. Various methods for assessing culture are described, a typology for interpreting university culture is introduced, and management approaches are analyzed. For administrators as well as researchers this work helps to explain the implications of university culture for management processes. This integration steers university leadership in a new direction combining strategic and symbolic management actions. 相似文献
7.
Peter Karmel 《高等教育研究与发展》1987,6(1):69-76
This paper was delivered to the Association of Commonwealth Universities’ Congress at Penang, August 1986. It commences with a discussion of the purposes of universities, and emphasizes the tension between the internal mission of the university ‐‐ the preservation, transmission and extension of knowledge, implying scholarly autonomy in academic decision‐making ‐‐ and the external forces requiring a responsiveness to community requirements and national objectives. This tension is never fully resolved, but a variable point of balance between opposing forces results. The polarity of the internal mission of universities and the external forces acting on them is mirrored in the debate about research management. Five major issues in research management are considered: selectivity in supporting individuals, the role of national objectives, single versus pluralist funding, pure versus applied research, concentration versus dispersion. Finally, the importance of universities maintaining priority in undertaking disinterested fundamental research is stressed. 相似文献
8.
龚慧枫 《广东轻工职业技术学院学报》2012,(2):73-76
随着科教兴国战略方针的实施,以及依法治国方针的确定,依法治校也受到了政府和党的重视,成为了我国教育管理的基本方针。无论是高校的外部保障,还是高校内部的管理机制,法治都能发挥出重要的作用。眼下,我国教育改革和法治都进入了一个非常时期。高校作为承担教育发展重任的机构,必须要坚持依法办学和治校的方针策略,把高校的管理带入到一个法治化、规范化、科学化的道路上。 相似文献
9.
在创建世界一流大学目标的推动下,我国公立大学近年来得到了快速的发展,掌握和控制了庞大的经济资源。但与此同时,资源进入大学以后,如何在大学内部各院系和行政部门之间进行有效地分配却并未引起足够的关注。本文运用公共产品和公共选择的有关理论对大学内部资源的性质及其配置方式进行了研究,根据权利的明确程度将大学内部的资源分为私人资源和公共资源,并提出了分配大学公共资源的三种方式:传统、绩效和战略。我国公立大学内部资源配置主要是依据传统,欠缺依据绩效和战略而进行分配。更为欠缺的则是公共资源分配所要求的公开性、稳定性和合法性。 相似文献
10.
徐崇贤 《宁波大学学报(教育科学版)》2023,(1):111-118
我国高校办学经费历来以政府财政拨款为主,难以有效解决教育经费短缺问题。社会捐赠作为办学经费有益补充,我国高校社会捐赠主要有校友捐赠、企业捐赠、财团捐赠、乡贤捐赠、网络众筹等多种类型,社会捐赠为缓解国家财政经费投入压力提供了重要资金支持,但高校社会捐赠事业缺乏相关政策支撑与专业管理制度,高校自身普遍缺乏吸引力等状况很大程度上影响了高校社会捐赠的持续良性发展。为此,完善捐赠配套政策和外部政策激励、强化筹资运行保障、推动文化环境建设以及提升自身办学声誉是新时期高校社会捐赠高质量发展的重要策略。 相似文献
11.
Vuokko Kohtamäki 《Journal of Higher Education Policy & Management》2019,41(1):70-85
This article uses resource-dependence theory to analyse how academic mid-level leaders in Finnish universities respond to their changing post-reform management environments. The 2010 university reform and subsequent university-specific management reforms have created new positions and roles for academic leaders. By identifying critical resources, academic leaders recognise essential uncertainties and dependencies and design actions to ensure the continuity of their units’ academic functions. Mid-level academic leaders perceive internal and external uncertainties requiring different actions, reflecting their dual status and role. They use their new powers and respect academic values, while promoting their new management roles and competitive behaviour in academic functions. Academic leaders are intra-organisationally influential resource-dependent players. From the viewpoint of university reform implementation, therefore, it is important to know what they emphasise in their leadership role. 相似文献
12.
《Higher Education Policy》1999,12(3):237-244
Universities have been criticised for not operating efficiently and productively enough. One suggestion has been to transfer business leadership and management models to the University administration. Today, universities need more leadership to create shared values and joint goals for the whole organization. Otherwise the increased demands cannot be met. Leadership needs, however, to be adapted to the knowledge intensive nature of these organizations, direct copying of business models does not work. In the future the solutions created in academic organizations may even show the way to the business world. 相似文献
13.
大学之于高新知识生产及其生产力转化、知识创新型人才及其高新技术研发人才的培养具有引领性、主导性、基础性及由此带来的垄断性,决定了大学已经成为国家经济起飞、社会进步及其稳定、持续发展不可或缺的具有动力价值的生产力要素。在国家现代化及治理能力现代化进程中,我们面临的最大挑战是对高新知识和高新技术及其创新具有决定性的高等教育承担者大学及其治理能力的率先现代化,大学治理能力的现代化必须通过大学领导力提升这一途径。在讨论"大学治理能力现代化何以如此重要"及厘清"大学领导力与大学治理能力的关系"基础上,从"思想力""组织力""决策力""制度力""资源力""文化力"及"校长力"7个方面构建并解读了大学领导力要素模型。 相似文献
14.
王燕雅 《山东商业职业技术学院学报》2014,(2):45-47,54
随着我国经济的发展,高校的办学规模也在逐渐扩大,在节约型社会的提出和高校后勤社会化改革发展的背景下,如何建立节约型高校后勤管理机制,优化资源配置、提升服务质量、促进高校和谐发展是我们必须认真思考的问题。本文分析了节约型高校后勤管理机制的内部因素和外部因素,比较了国内外高校关于后勤管理的区别,提出了节约型高校后勤管理机制的创新。 相似文献
15.
Entrepreneurialism in Japanese and UK Universities: Governance, Management, Leadership, and Funding 总被引：2，自引：0，他引：2
Keiko Yokoyama 《Higher Education》2006,52(3):523-555
This paper scrutinises organisational change in Japanese and UK universities which are engaged in entrepreneurial activities.
The study focuses on recent changes in governance, management, leadership, and funding in these universities. The paper argues
there are convergent trends between Japanese and UK universities in terms of increasing entrepreneurial activities, a review
of institutional strategies, a review of the organisation, the application of market-oriented institutional policy, links
with the industrial sector, the notion of a public financial crisis and changing external environment, strong leadership of
the university President or Vice-Chancellor, and the notion of the accountability of the university to society as a whole.
However, the application of particular institutional strategies, entrepreneurial culture, and the way in which an institution
relates itself to the private sector significantly differs among institutions. The paper suggests that those differences are
related to different institutional history and characteristics – including those between national and private universities
in Japan, and old and new universities in the UK – as well as different government policies between Japan and the UK.
The paper first proposes a theoretical model for the five types of entrepreneurial culture of the institutions. It then examines
the model by using case studies: Nottingham Trent University (UK), University of Surrey (UK), University of Tokyo (Japan),
and Waseda University (Japan). 相似文献
16.
Robert M. Rosenzweig 《Interchange》1994,25(1):11-17
Universities, like other institution, are both governed and managed. The processes of govermance within American universities have changed dramatically in recent years. To a significant degree, both the causes and the nature of the changes track changes in the larger surrounding political environment. In the final analysis, the future success of universities rests on the ability of university presidents to play the kind of leadership role that the national policy requires of the President of the United States. 相似文献
17.
《Higher Education Policy》1997,10(1):23-30
Since 1991 donors have advised sub-Saharan African universities to prepare “strategic plans”. Universities should embark on strategic planning because they believe it has value in its own right, independently of whether it may release donor funds. Restructuring the relationship with government is a vital dimension. The plan as a document, to be publicized and negotiated, also takes on greater significance than Northern planning models allow. It must show how the university can serve its society, so the making must tap the skills and energies of academic colleagues. But engaging their co-operation in determining academic priorities has been a repeated difficulty. Much training is required, and a high premium is placed on the vice-chancellor's leadership. Continuous support from consultants helps, but the university must take ownership of the plan. The strategic plans which have been produced are considerable achievements. The form of strategic planning should be very different, certainly in detail and maybe in broad shape, in African universities than in their Northern counterparts. Opportunities for planners in Africa to learn from each other and to develop models appropriate to their circumstances will be of vital importance. 相似文献
18.
刘红军 《河南广播电视大学学报》2012,(1):109-111
加快高校品牌建设步伐,推进高等教育向更高层次、更高质量发展,是国家经济社会发展及中原经济区建设的急迫需要。大学制度创新能够为高校品牌建设营造适宜的外部与内部体制环境,缔造高校持续发展的长效机制,也是解决河南高等教育现存问题的重要途径。其着力点是,积极推进政府对大学管理制度和高校内部管理制度的创新,塑造崇高的大学精神与文化,为品牌大学建设与发展营造体制机制环境与精神文化支撑。 相似文献
19.
Ton I. Vroeijenstijn 《高等教育研究与发展》1990,9(1):21-38
This article gives an account of the innovative ways in which the Dutch university system has responded to a changing philosophy of the Government with regard to Higher Education: on the one hand more autonomy, on the other pressures to provide greater public accountability and internal renewal. The Dutch universities have answered the challenge by working out a system for external quality assessment This is done under the umbrella of the Association of Dutch Universities. Since similar pressures are also being applied to higher education systems in other countries, readers can draw parallels with their own system. 相似文献
20.
The impacts of different types of workload allocation models on academic satisfaction and working life 总被引：1，自引：0，他引：1
Iris Vardi 《Higher Education》2009,57(4):499-508
Increasing demands on academic work have resulted in many academics working long hours and expressing dissatisfaction with
their working life. These concerns have led to a number of faculties and universities adopting workload allocation models
to improve satisfaction and better manage workloads. This paper reports on a study which examined the workload models in use
across a large Australian university. Analysis revealed that the various models could be categorised into three types. The
pros, cons and impacts of these three categories of model were compared from both a management and staff perspective. The
study found that while models of all types can lay the foundation for equitable distribution of workload, some categories
of model can have unintended consequences with negative effects on the work culture and hence staff satisfaction. 相似文献