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In the United Kingdom, the higher education community is being deprived of components of its professionalism just when it is clarifying to itself the nature of that professionalism. Historically, academics were not required to define their obligations to society. Now, they must function in an age of accountability in which public services are being asked to demonstrate their wider value. Behind this shift stands a changing relationship between higher education and the state in which the state has moved to assess the quality of what was on offer and is now playing a direct part in influencing the shape of graduate formation. Currently, academic life is becoming so subject to external control that the autonomy required as a necessary component of professionalism is being lost. In Halsey's terminology, academics are changing from being a status group to being a proletariat but without ever having properly been a profession. 相似文献
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Changing Internal Governance: A Discussion of Leadership Roles and Management Structures in UK Universities 总被引：1，自引：0，他引：1
Robin Middlehurst 《Higher Education Quarterly》2004,58(4):258-279
A series of reviews over the past six years – from Dearing ( NCIHE, 1997 ) to Lambert ( Lambert, 2003 ) – have addressed the question of whether the structure and process of ‘governance’ in higher education is fit for modern times. This is a proper question to ask as operating environments change and pressures on institutional resources increase. Indeed, it is not coincidental that both the recent government‐sponsored reports and those of the previous decade ( Jarratt, 1985 ; NAB, 1987 ) were associated with significant financial changes in the sector. There are further parallels in that both the reports of the 1980s and those of the later period heralded legislative changes that produced – or will produce – new patterns of higher education provision in the UK ( Education Reform Act, 1988 ; Further and Higher Education Act, 1992 ; Higher Education Act, 2004 ). The messages from the reports and White Papers ( DES, 1987 ; DES, 1991 ; DfES, 2003 ) published in this twenty‐year period have remained broadly similar, even though the wider environment has altered significantly. ‘Increase efficiency, find new sources of income and improve performance across an ever‐widening range of activities and services’ have been the watchwords of successive governments. Given the consistency of the message, it is useful to analyse the changes that universities have been making to meet these requirements and to consider what further changes may be needed in the light of new external challenges. The first part of the paper offers a historical perspective before addressing the evolution of leadership roles and management structures from the late 1980s. The second part considers some of the current drivers of internal and external change before discussing the kind of changes in internal governance that are emerging and that should be considered for the future. I conclude by arguing for a shift in focus from structure and roles to people and processes in the task of leading change in universities. 相似文献
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Leadership, Quality and Institutional Effectiveness 总被引：1，自引：0，他引：1
Robin Middlehurst 《Higher Education Quarterly》1995,49(3):267-285
Institutions of higher education have been slower than commercial enterprises to realise the links between leadership and quality. However, changes in the internal and external environment of universities and colleges are bringing these connections to the fore. This paper presents an overview of current thinking on quality and leadership in the context of institutional effectiveness. The authors explore different interpretations of leadership and quality, and examine their potential contribution to managing change and to the achievement of a culture of quality enhancement in higher education. 相似文献
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Tertiary Education and Management - Set in a context of increasing competition and changing dimensions of internationalisation, the paper offers an analysis of one institution’s approach to... 相似文献
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Robin Middlehurst 《Perspectives: Policy and Practice in Higher Education》2013,17(4):100-104
This paper originated as a Plenary Presentation at the AUA Conference at the University of Keele in April 2004 相似文献
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Set in a context of increasing competition and changing dimensions of internationalisation, the paper offers an analysis of one institution’s approach to changing its strategy and practice in the light of both the external context and the internal drivers to internationalise. The research methodology was based on OECD/IMHE’s Internationalisation Quality Review tool (1999). The findings provide insights into strategy development and internationalisation and how both are experienced by students and staff. While the detail is drawn from one UK institution, comparisons at a more general level are made with institutional approaches to internationalisation in other UK institutions. 相似文献
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