Managing Strategy

Erscheinungsjahr 2000
ISBN: 978-0-335-23314-4
Verlag: Open University Press

Buch, Englisch

Higher 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.

Autoren/Hrsg.

Watson, David

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien
• Rechtswissenschaften Öffentliches Recht Verwaltungsrecht Verwaltungspraxis Public Management
• Wirtschaftswissenschaften Wirtschaftssektoren & Branchen Öffentlicher Dienst, Öffentlicher Sektor
• Sozialwissenschaften Pädagogik Schulen, Schulleitung Universitäten, Hochschulen

Inhaltsverzeichnis

Foreword by Lord Ron Dearing
Series editors' introduction
Preface and acknowledgements
Introduction
inside the academic community
Part One: External Perspectives
Stakeholders
Scanning the horizon
Competition, collaboration and complementarity
Public and private
Reputational positioning
Part Two: Internal Perspectives
Governance and management
The planning framework
Continuity and change
Optimising the operation
Ensuring satisfaction
'Wicked' issues
The 'strategic plan'
desiderata
Part Three: Personal Perspectives
Preparing for strategic management
Living with strategic management
The problem of power
Appendix
The University Corporate Plan
a worked example
References
Index.

Über Autor(innen)

David Watson has been Director of the University of Brighton since 1990. He is an historian with interests in the history of ideas and in higher education policy. Among his previous publications are Margaret Fuller (1998), Managing the Modular Course (1989), Developing Professional Education (1992), Arendt (1992), Managing the University Curriculum (1994) and Lifelong Learning and the University (1998). He has contributed widely to developments in UK higher education, as a member of the CNAA, PCFC, HEFCE and the Dearing Committee of Inquiry. He was knighted in 1998 for services to higher education.