0 Seiten, Kartoniert, Format (B × H): 137 mm x 216 mm, Gewicht: 191 g
Reihe: Managing Universities and Coll
Verlag: OPEN UNIV PR
Watson Managing StrategyHigher education institutions are under increasing pressure to produce corporate and strategic plans, both for external audiences (such as funding bodies and other 'partners') and for the internal purposes of setting and achieving goals. They are significantly dependent upon public investment and the expectations of public bodies as well as upon a fast-changing market for their products and services.
David Watson sets out what strategic management can and should consist of in a modern, essentially democratic, university or college, and how to make it work. He examines for instance:
* how universities and colleges should go about satisfying legitimate external and internal requirements for their corporate plans.
* how they should maximize their strategic assets and opportunities and minimize their weaknesses and threats.
* the role of governance and management in setting and achieving a strategic plan.
This book demonstrates how the academy has to adapt to meet the needs of its rapidly changing host society as well as of a more diverse and plural internal community, whilst maintaining a range of historical commitments. The result is an account of strategic management that is simultaneously careful of traditional values, restorative of those that have fallen into abeyance, and genuinely innovative.
Weitere Infos & Material
Foreword by Lord Ron Dearing
Series editors' introduction
Preface and acknowledgements
inside the academic community
Part One: External Perspectives
Scanning the horizon
Competition, collaboration and complementarity
Public and private
Part Two: Internal Perspectives
Governance and management
The planning framework
Continuity and change
Optimising the operation
The 'strategic plan'
Part Three: Personal Perspectives
Preparing for strategic management
Living with strategic management
The problem of power
The University Corporate Plan
a worked example