Higher Education Management (original) (raw)

UNIVERSITY MANAGEMENT: A FEW PROBLEMATIC THINGS

Lamanauskas V. (2014). University management: A few problematic things. Problems of Management in the 21st Century, 9 (1), 5-7., 2014

University activity and effective functioning is the object of constant discussions. This is taking place in all countries, having university education sector. It is understandable, that the context of every country is different, having individual traits and peculiarities. Lithuania is not an exception. The country’s higher education system experiences serious challenges, which are caused both by local socioeconomic changes and international global matters. Labour market dynamism and the changing society require flexible, innovative and creative lifelong learning possibilities. Higher education institutions do not limit themselves with basic specialist preparation, but search possibilities for the specialists and professionals to improve, change their specializations, train their personal abilities and develop high level professional competencies. Thus, continuing teaching (studies) at universities becomes more and more urgent.

Dilemmas in University Management The Case of Copenhagen Business School

The role of management in universities has become a more complex assignment over the last decades because of changes of legislation, economy, student intake, introduction of new performance indicators for research quality/relevance and output, etc. (de Boer and Goedegebuure 2009). According to Pulkkinen and colleagues (2019), Nordic universities are going through a

Management of Higher Education Institutions

2007

For various reasons, there is currently an extensive debate on the actual situation and the future perspective of higher education systems. Some authors have stressed the difficulties of preserving the university project in the presence of other agencies apparently more effective and profitable in producing knowledge. Others argue that the proliferation of establishments and institutions with capacities of professional instruction tend to reduce importance to the classic university, pointing out the limits of the historical model. Others still notice the difficulties with which the public university is faced, forced to work with a new generation of public policy in higher education. Finally, some recognize or reaffirm their confidence in the capacity of the institution to advance to the rate of the innovations and, still more, to generate the dowry of knowledge required to drive economic and cultural systems of innovation and creativity.

Managing Higher Education: Introduction

2007

For various reasons, there is currently an extensive debate on the actual situation and the future perspective of higher education systems. Some authors have stressed the difficulties of preserving the university project in the presence of other agencies apparently more effective and profitable in producing knowledge. Others argue that the proliferation of establishments and institutions with capacities of professional instruction tend to reduce importance to the classic university, pointing out the limits of the historical model. Others still notice the difficulties with which the public university is faced, forced to work with a new generation of public policy in higher education. Finally, some recognize or reaffirm their confidence in the capacity of the institution to advance to the rate of the innovations and, still more, to generate the dowry of knowledge required to drive economic and cultural systems of innovation and creativity.

University Management: Practice and Analysis

OUTBOUND STUDENT MOBILITY IN RUSSIA: CREATING A PATH FOR BRAIN CIRCULATION THROUGH HIGHER EDUCATION, 2020

Given the ambitious national strategies for science, innovations and university development in Russia, the availability for young highly qualifi ed specialists who can be competitive at the global job market, is vital. At the same time, as of now, Russia, unlike many other countries, does not have a comprehensive set of initiatives addressing the brain drain among Russian students that obtain their degrees abroad. This article provides an analysis of motivations of Russian perspective graduate (master and doctoral) students who plan to study abroad and emigrate after graduation, as well as the factors that may positively aff ect their decision to return to Russia. In addition, the research provides an overview of international policies and practices to prevent the brain drain, and the opportunities for developing such policies in our country.

Policy-Making, Strategic Planning, and Management of Higher Education. Papers on Higher Education

2002

This volume is the second in a series of four publications related to a project on the creation of a Regional University Network on Governance and Management of Higher Education in South East Europe. It consists of a concise presentation of the nuts and bolts of strategic planning and management in higher education. The book takes the reader through a set of definitions of the subject to a look at different approaches to planning, to focus on how to plan and develop operation strategies. The second half of the volume presents examples of good practice, ranging from selected mission statements to the strategic plan and planning cycle of two universities. Strategic planning and management are considered at various levels: the whole institution, the faculty, the department or school, the subject group or research group, and the individual. The chapters are: (1) "Introduction"; (2) "Governments and Higher Education"; (3) "Structure and Process"; (4) "How To Plan"; and (5) "Operational Strategies." Appendixes contain descriptions of mission statements, strategic plans, learning and teaching strategies, governance and policy making, and plans in Romanian universities. (Contains 9 figures, 4 tables, and 77 references.) (SLD) Reproductions supplied by EDRS are the best that can be made from the original document. Contents List of Figures Preface 7 1.5. Some Important Requirements 2. Governments and Higher Education 2.1. The Scope of Policy-Making 2.2. The State Control Model 2.3. The State Supervisory Model 22 2.4. The Market-Based Model 23 2.5. The Impact on Institutional Management 23 2.6. New Managerialism 24 2.7. The Situation in South East Europe 24 2.8. Reconstructing the Systems of Higher Education in South East Europe 26 3.