Literaturnachweis - Detailanzeige
| Autor/in | Duke, Chris |
|---|---|
| Titel | Beyond "Delayering". Process, Structure and Boundaries. Gefälligkeitsübersetzung: Jenseits von "Verschleppung". Prozess, Struktur und Grenzen. |
| Quelle | In: Higher education management, 12 (2000) 1, S. 7-21 |
| Beigaben | Literaturangaben 10 |
| Sprache | englisch; englische Zusammenfassung |
| Dokumenttyp | gedruckt; Zeitschriftenaufsatz |
| ISSN | 1013-851X |
| Schlagwörter | Australien; Großbritannien; Hochschullehrer; Innovation; Modell; Region; Hochschule; Hochschulverwaltung; Bildungsmanagement; Hochschulpolitik; Reform; Region; Hochschultyp; Vergleichende Hochschulforschung; Hochschulleitung; Hochschulpolitik; Hochschulstruktur; Hochschulverwaltung; Hochschullehrer; Hochschule; Hochschulkultur; Innovation; Modell; Reform; Australien; Großbritannien |
| Abstract | This article describes and analyses a chapter in the history of an Australian ex-college of advanced education turned university and traumatised by an early constitutional crisis: first from the familiar perspective of,, process and structure" ..., but also from a wider set of perspectives. These recognise the centrality of culture, and of the political and in themselves cultural difficulties of using this,, soft" term in times when tough rationalist managerialism enjoys fashion and political support. What may be new in this analysis is recognition of the way in which boundary management, and in older discourse the environment, are essential to facilitating and steering change.... The Australian Unified National System of higher education, created in 1989, brought to an end the binary structure of Australian higher education divided between universities and colleges of advanced education. Government funded rapid growth through the early nineties via load-based grant and HECS (Higher Education Contribution Scheme). Federal policy changed sharply in 1996. In a difficult new environment, new policies and management practices emerged. These are of interest on a comparative basis, especially compared with the UK in the same period. The federated University of Western Sydney (UWS) is a,, 1989 university". It grew rapidly through the nineties to serve the fast-growing Western Sydney region. The largest element, UWS Nepean, sought to leave the federation in 1995. This precipitated a crisis leading to constitutional change. Significant organisation change was also required, both by this and by changed federal policy. Nepean restructured radically, removing the faculties and their deans and seeking to create a culture of client service and continuous innovation. The ongoing process illustrates the intricate and unavoidably interactive relationship between structure, process and boundaries, since UWS Nepean is highly interdependent with its rapidly changing region, and the centrality of culture. (HoF/Abstract übernommen). |
| Erfasst von | Institut für Hochschulforschung (HoF) an der Martin-Luther-Universität Halle-Wittenberg |
| Update | 2002_(CD) |
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