MANAGING INSTITUTIONAL SELF ST

Erscheinungsjahr 2005
ISBN: 978-0-335-21502-7
Verlag: OPEN UNIV PR

Buch, Englisch, 216 Seiten, Format (B × H): 136 mm x 216 mm, Gewicht: 298 g

This book is about the use of evidence in the leadership and management of universities and colleges. The role of institutional self-study in establishing strategy and measuring progress is examined across the full range of institutional activities, with many worked examples. Practical guidance is also set in the context of theory about organisational learning within complex enterprises at the start of the 21st century, as well as an account of the state of the art within higher education in the UK, with some international comparisons. Because of the nature of the business – knowledge production and use –universities should be better at organisational learning than they are. This book shows how disciplined self-study can assist decision-making, general effectiveness and reputational positioning for universities and colleges. The book explores why self-study matters, the key processes and techniques, as well as what can be delivered.In addition to the internal drivers to enhance self-study capacity and practice, institutions are increasingly required to produce explicit and transparent accounts of their activities and performance to external bodies, to support marketing, to respond to multiple stakeholders and to meet external reporting and regulatory requirements. At the heart of the book is the case for the development of the university or college as a mature, self-reflective community, making full use of its analytical and other resources.

Autoren/Hrsg.

Watson, David

Maddison, Elizabeth

Fachgebiete

• Sozialwissenschaften Pädagogik Lehrerausbildung, Unterricht & Didaktik Methoden des Lehrens und Lernens

Inhaltsverzeichnis

List of figures and tables
Foreword
Series editors' introduction
Acknowledgements
List of abbreviationsPart 1: An introduction to institutional self-study
Self-study and organizational learning
Self-study in higher education
Self-study: A university perspectivePart 2: Self-study in action
The data cycle
The quality cycle
The planning cyclePart 3: The uses of self-study
Self-study and decision-making
Self-study and reputation
An institutional balance sheetReferences
Appendix 1
Appendix 2
Index.

Über Autor(innen)

Watson, David
Maria Slowey is the Professor of and Director of Adult and Continuing Education at the University of Glasgow. David Watson is the Vice Chancellor of the University of Brighton.

David Watson is Vice-Chancellor of the University of Brighton, chair of the Universities UK Longer Term Strategy Group, and author of Managing Strategy in this series. He is also author or co-author of several other books on HE management including Managing the Modular Course (1989), Developing Professional Education (with Hazel Bines, 1992), Managing the University Curriculum (with Jean Bocock, 1994), Lifelong Learning and the University (with Richard Taylor, 1998), New Directions in Professional Higher Education (with Tim Katz and Tom Bourner, 2000), Higher Education and the Lifecourse (with Maria Slowey, 2003).Elizabeth Maddison is Head of the Strategic Planning Unit at the University of Brighton. She is also chair of the Association of University Administrators Corporate Planning Forum. She was formerly a member of the secretariat of the National Committee of Inquiry into Higher Education and a senior manager at both the Polytechnics and Colleges Funding Council and the Further Education Funding Council.