Academic Governance in the Contemporary University: Perspectives from Anglophone Nations

ISBN-13: 9789811096822 / Angielski / Miękka / 2018 / 247 str.

Julie Rowlands

Spis treści

Part I: Academic governance in context.- 1 The changing nature of the university sector.- 2 University governance within an international context.- 3 What is academic governance?.- 4 Comparing academic governance across Anglophone nations.- 5 The theoretical and policy context.- 6 University governance models.- Part II: Case studies of academic governance in practice.- 7 Changes in the case study academic boards over time.- 8 Academic board strengths and weaknesses.- 9 Academic governance within university power and authority relationships.- 10 The academic board and academic quality assurance.- Part III: Moving forward.- 11 Key issues and challenges facing academic governance.- 12 Strengthening academic governance into the future.

O autorze

Dr Julie Rowlands researches from within a critical sociology of education perspective in the areas of governance, higher education systems, academic quality assurance, education leadership and organisational change. Her work has been published in high-impact international journals including the British Journal of Sociology of Education, Critical Studies in Education and Studies in Higher Education. Julie’s findings on academic boards have been used by a number of universities around Australia and internationally as a basis for board member education programs. Prior to her academic work, Julie served as a senior manager in higher education governance for more than 15 years. She is currently a senior lecturer in education leadership at the School of Education, Deakin University, where she is a member of the strategic research centre Research for Education Impact (REDI).

Blurb

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. 

“The book chronicles the changes in university governance in Anglophone systems in a thorough and systematic way. It brings together in one volume an analysis of the trends and issues facing the governance of the world’s major higher education systems. It is the only recent work that I know of which does this. The shift from “academic governance” to “executive governance” has been one of the most important changes facing higher education nearly everywhere. Rowlands’ documentation and analysis of these changes is deep and rich.”

Professor V. Lynn Meek, University of Melbourne

“This is a much needed and carefully crafted comparative analysis of the UK, USA and Australia as to the changing role of academic boards or senates in university governance. Rowlands’ skillful use of theory in clear, accessible language goes to the heart of a troubling shift in power away from academics to the executive in the modern university in more regulated/deregulated and marketised contexts.”

Professor Jill Blackmore, Deakin University<

“In an era that has seen the decline of the professor and the rise of executive senior management, Julie Rowlands builds round a focus on the senate/academic board to examine how universities are run. She shines a light on power, where it resides, how it is exercised and what checks and balances exist. This illuminating book will be essential to courses on higher education management and key reading for those involved in governance, not least representatives of staff subject to New Public Management.”

Professor Ian McNay, University of Greenwich