Using case studies and relevant literature, this book illustrates the challenges to legitimate, Shared-governance domains when the routine of the academy is forced to deal with big issues, often brought on by external forces. Mortimer and Sathre have gone beyond a discussion of faculty/administrative behavior by focusing on what happens when the legitimate governance claims of faculty, trustees, and presidents clash. They place these relationships in the broader context of internal institutional governance and analyze the dynamics that unfold when advocacy trumps collegiality. The book closes with a defense of shared governance and offers observations and practical suggestions about how the academy can share authority effectively and further achieve its mission.
This book addresses three central questions in contemporary university governance: (1) How and why has academic governance in Anglophone nations changed in recent years and what impact have these changes had on current practices? (2) How do power relations within universities affect decisions about teaching and research and what are the implications for academic voices? (3) How can those involved in university governance and management improve academic governance processes and outcomes and why is it important that they do so? The book explores these issues in clear, concise and accessible language that will appeal to higher education researchers and governance practitioners alike. It draws on extensive empirical data from key national systems in the Anglophone world but goes beyond the simply descriptive to analyse and explain.
There was a time when the faculty governed universities. Not anymore. The Rise and Decline of Faculty Governance is the first history of shared governance in American higher education. Drawing on archival materials and extensive published sources, Larry G. Gerber shows how the professionalization of college teachers coincided with the rise of the modern university in the late nineteenth century and was the principal justification for granting teachers power in making educational decisions. In the twentieth century, the efforts of these governing faculties were directly responsible for molding American higher education into the finest academic system in the world. In recent decades, however, the growing complexity of “multiversities” and the application of business strategies to manage these institutions threatened the concept of faculty governance. Faculty shifted from being autonomous professionals to being “employees.” The casualization of the academic labor market, Gerber argues, threatens to erode the quality of universities. As more faculty become contingent employees, rather than tenured career professionals enjoying both job security and intellectual autonomy, universities become factories in the knowledge economy. In addition to tracing the evolution of faculty decision making, this historical narrative provides readers with an important perspective on contemporary debates about the best way to manage America’s colleges and universities. Gerber also reflects on whether American colleges and universities will be able to retain their position of global preeminence in an increasingly market-driven environment, given that the system of governance that helped make their success possible has been fundamentally altered.
Governance is becoming increasingly important in universities just as it is in the wider world of commerce and banking. Historically, universities were run by their academic communities but as mass higher education has taken root, as university research has become a critical element in national economies and as the demand for more accountability both financial and in academic performance has grown, pressure has mounted for a ‘modernisation’ of governance structures. One aspect of ‘modernisation’, particularly important in many European systems, and in Japan, has been the decision by governments to give institutions greater autonomy, more control over their budgets and legal responsibility for the employment of their staff. International trends to introduce greater competition between institutions, to encourage greater institutional differentiation and give greater play to market forces has led to an emphasis on leadership, a more systematic involvement of external stakeholders and a more ‘corporate style of governance. At the same time this has often led to a sense of loss of collegiality, a redistribution of authority and a growing gap between the ‘centre’ and the ‘periphery’ within universities. This book analyses governance change in nine major higher education systems, Australia, Finland, France, Germany, Italy, Japan, Norway, the UK and the USA, each account being the result of independent research by a leading authority in the field and describes how a convergence of governance structures has been mediated by the historical, cultural, political and social characteristics of the different systems. Michael Shattock is a leading authority on university governance; this study offers the most up to date account of governance reform in a range of higher education systems, an analysis of the common trends and an assessment of their impact on the idea of a university. It will be essential reading for academics, postgraduates and practitioners in higher education.
The fascination with the commercial value of research, coupled with the rise of neo-liberal 'new public management' in the public sector, has led to the rise of a managerial class in the university. These essays focus on the widespread use of business models and market principles that have undermined the autonomy of the professoriate.
Drawing from a case study of the Universidad Nacional Autonoma de Mexico , this work analyses the connection between political processes and change in higher education. The author explains that while there are increasing demands these have not produced rapid responses from the university and tries to understand why this lack of response has generated internal and external tensions and conflictive dynamics.
Online education, both by for-profit institutions and within traditional universities, has seen recent tremendous growth and appeal - but online education has many aspects that are not well understood. The SAGE Encyclopedia of Online Education provides a thorough and engaging reference on all aspects of this field, from the theoretical dimensions of teaching online to the technological aspects of implementing online courses—with a central focus on the effective education of students. Key topics explored through over 350 entries include: · Technology used in the online classroom · Institutions that have contributed to the growth of online education · Pedagogical basis and strategies of online education · Effectiveness and assessment · Different types of online education and best practices · The changing role of online education in the global education system
Within the complex environment of higher education, administrators and faculty members face daunting challenges in their unique domains of institutional governance. Many of the greatest challenges arise from basic misunderstandings of authority and its limitations by administrators and faculty members alike. These misunderstandings are the primary source of disruptive confusion, mistrust, and mismanagement. Consequently, an institution’s governance would improve significantly if its personnel clearly understand the fundamental principles of authority. To bring about this improvement, Understanding Authority in Higher Education clarifies issues of authority in an academic setting. Throughout, it introduces basic concepts of higher-education administration and then examines the limits of authority in context. Pedagogically, the book strives continuously to ascertain whether authority is used properly from a legal perspective, emphasizing the influence of academic cultural norms on legal principles and vice versa. But, Understanding Authority in Higher Education goes further than law textbooks by using real and anecdotal case studies to examine aspects of authority that don’t appear in court proceedings— those that lie beyond the reach of the law. In these cases, the book explores the anthropology— the behavior and the culture—of authority in the academic environment.
Critics of contemporary US higher education often point to the academy’s “corporatization” as one of its defining maladies. However, in The Autocratic Academy Timothy V. Kaufman-Osborn argues that American colleges and universities have always been organized as corporations in which the power to rule is legally vested in and monopolized by antidemocratic governing boards. This institutional form, Kaufman-Osborn contends, is antithetical to the free inquiry that defines the purpose of higher education. Tracing the history of the American academy from the founding of Harvard (1636), through the Supreme Court’s Dartmouth v. Woodward ruling (1819), and into the twenty-first century, Kaufman-Osborn shows how the university’s autocratic legal constitution is now yoked to its representation on the model of private property. Explaining why appeals to the cause of shared governance cannot succeed in wresting power from the academy’s autocrats, Kaufman-Osborn argues that American universities must now be reincorporated in accordance with the principles of democratic republicanism. Only then can the academy’s members hold accountable those chosen to govern and collectively determine the disposition of higher education’s unique public goods.
Globalization today is as much a problem for international harmony as it is a necessary condition of living together on our planet. Increasing interconnectedness in ecology, economy, technology, and politics has brought nations and societies into even closer contact, creating acute demands for cooperation. Earthly Politics argues that in the coming decades global governance will have to accommodate differences even as it obliterates distance, and will have to respect many aspects of the local while developing institutions that transcend localism. This book analyzes a variety of environmental-governance approaches that balance the local and the global in order to encourage new, more flexible frameworks of global governance. On the theoretical level, it draws on insights from the field of science and technology studies to enrich our understanding of environmental-development politics. On the pragmatic level, it discusses the design of institutions and processes to address problems of environmental governance that increasingly refuse to remain within national boundaries. The cases in the book display the crucial relationship between knowledge and power—the links between the ways we understand environmental problems and the ways we manage them—and illustrate the different paths by which knowledge-power formations are arrived at, contested, defended, or set aside. By examining how local and global actors ranging from the World Bank to the Makah tribe in the Pacific Northwest respond to the contradictions of globalization, the authors identify some of the conditions for creating more effective engagement between the global and the local in environmental governance.
