Overview

What is special about university management? Are universities similar in most respects to other large organizations, or is there something about them - a hallmark - that makes the management task in higher education distinctive? This book argues that effective university management needs to take account of the hallmark. It needs to consider the multiple purposes that the modern university is required to serve - for example, academic excellence and widened participation; economic growth and social justice - and its distinctive role as a vital part of a local and regional community but also a part of a global knowledge-based network. This means that university management should be conducted in a way that this book describes as 'integrative', reflecting the diverse academic compositions of most universities and the decision-making issues that arise from this. The book's main chapters cover: *The changing context: the key political and social events of the last half-century that will continue to shape university work. *Strategy and institutional change: a critical review of the limitations of university planning and strategy. *Doing different things: newer features of university management, including marketing, regional and international functions, and the growing private higher education sector. *Factors of production: finance, university space and place, and people. *Knowledge and work: knowledge production in the university and how it should be managed. *Social capital and the hallmark university. While the book draws on the author's experience of working in, and teaching and researching about, higher education in the UK, very similar problems and opportunities arise in universities in countries around the world. This book will therefore be of interest to those seeking a new perspective on universities in their own country. Many of the topics discussed in the book have emerged from the Institute of Education's MBA programme in higher education management.

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A real primer on factors that influence effective university management. Especially noteworthy is the chapter that discusses university space and place.

Dr Paul Temple is the very best person to get to the bottom of the mystery of the university hallmark. What are the conditions of quality that enable a university to stamp its distinctive 'responsibility mark'? Who are the guardians of this particular craft? How does the guild decide, and what does it mean to the public? This is an immensely thoughtful, deeply experienced, appropriately wide-ranging and persuasively generous account of the condition of the university at its best; as well as when (and how) it can fall short of its best. It should be read by anyone who cares enough to understand what lies at the heart of the case.-- (07/01/2014) A real primer on factors that influence effective university management. Especially noteworthy is the chapter that discusses university space and place. --Eugene P. Trani, President Emeritus

Dr Paul Temple is the very best person to get to the bottom of the mystery of the university hallmark. What are the conditions of quality that enable a university to stamp its distinctive 'responsibility mark'? Who are the guardians of this particular craft? How does the guild decide, and what does it mean to the public? This is an immensely thoughtful, deeply experienced, appropriately wide-ranging and persuasively generous account of the condition of the university at its best; as well as when (and how) it can fall short of its best. It should be read by anyone who cares enough to understand what lies at the heart of the case.

Author Information

Paul Temple is a Reader Emeritus in Higher Education Management, and formerly Co-director of the MBA in higher education management, based at the Institute of Education, University of London.

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