By Michael Shattock
"Michael Shattock is the grasp craftsman of strong self-change. His releasing classes could be worthwhile not just in Britain yet round the world."
Professor Burton R. Clark, college of California, Los Angeles
"What will we suggest through a profitable collage? How is such good fortune measured? Are our standards for achievement in keeping with holding and embellishing variety of venture? How can decline be shunned and failure redressed? And what different types of college administration are ultimate to stimulating success?
Few individuals are higher certified through event and by way of scholarship to invite and to reply to such questions than Michael Shattock.
...this very important new booklet strengthens the argument for seeing solid administration as an important for potent and useful instructing, studying and learn, and its forget as a significant chance to center educational values."
Professor Sir William Taylor, Former Director, collage of London Institute of Education
"Michael Shattock is definitely Britain's prime authority at the dangerously overlooked topic of college administration ... For a few his booklet won't make cozy reading."
Professor Geoffrey Alderman, Vice-President, American InterContinental college, London
This publication defines reliable administration in a college context and the way it could possibly give a contribution to college luck. It emphasizes the holistic features of college administration, the necessity to be outward having a look and entrepreneurial in administration kind, the significance of retaining a powerful academic/administrative partnership and a continual discussion among the centre and educational departments, and the renovation of a self-directed institutional autonomy. It attracts at the literature of administration within the deepest region in addition to from larger schooling, and from the event of the writer. coping with profitable Universities demonstrates how profitable universities utilise the industry to enhance educational excellence.
Read Online or Download Managing Successful Universities (Society for Research Into Higher Education) PDF
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Additional info for Managing Successful Universities (Society for Research Into Higher Education)
Sample text
Universities rely much less on a core ideology than some of the companies quoted – indeed it could be argued that the strength of a university is the presence of conflicting approaches to ideology – but some do develop organizational cultures, ‘a strong sense of identity’, which What are the characteristics of a successful university? 21 are strongly supportive of institutional progress, speed of decision-making and internal and external competitiveness. As in business, charismatic leadership is much less important in universities than the development of an organizational orientation which accepts that external environmental change must be responded to.
The university scene was dominated in the 1950s, 1960s and early 1970s by the civic universities founded in the nineteenth century (Manchester, Liverpool, Leeds, Sheffield, Birmingham, Bristol, Newcastle and Queen’s Belfast), by the University of London, and by the major Scottish universities – Edinburgh, Glasgow, St. Andrews and Aberdeen – all mediaeval foundations. It would have been inconceivable, if league tables had been drawn up in 1970, that this group of universities would not have occupied the upper quartile of the table, after Oxbridge.
Acceptance that strategy is formed more by bottom-up methods than topdown (Ghoshal and Bartlett 1993) where the role of senior management is more as the ‘retroactive legitimiser’ than the charismatic leader (Quin 1985) or, as Hayes puts it, ‘top management’s job is less to spot and solve problems than to create an organisation that can spot and solve its own problems’ (Hayes 1985: 116). Strategic management must therefore be organization wide not located only at corporate headquarters, and horizon scanning activity must be a shared responsibility between corporate headquarters and the operating units.
