Knowledge, Higher Education, and the New Managerialism: The Changing Management of UK Universities

The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in 'ivory towers', as increasing government intervention and a growing 'target culture' has changed the way they work. Increasingly universities have transformed from 'communities of scholars' to 'workplaces'. The organization and administration of universities has seen a corresponding prevalence of ideas and strategies drawn from the 'New Public Management' ideology in response, promoting a more 'business-focussed' approach in the management of public services. This book examines the issues that these changes have had on academics, both as the 'knowledge-workers' managed, and the 'manager-academic'. It draws on a detailed study of academics holding management roles ranging from Head of Department to Vice Chancellor in sixteen UK universities, exploring their career histories and trajectories, and relationships with others, and their training and development as managers. Drawing on debates around 'New Public Management', knowledge management, and knowledge workers, the wider implications of these themes for policy innovation and strategy in HE and the public sector more generally are considered, developing a critical response to recent approaches to managing public services, and practical suggestions for improvements which could be made to the training and support of senior and middle managers in universities. The book will be of interest to all teaching, researching, or managing in Higher Education, Education policy-makers, and academics and researchers concerned with Public Management, Knowledge Management, or Higher Education.

Business & Money

Hillyard, Sam

Deem, Rosemary

Reed,Michael

Management & Leadership

Oxford University Press

The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in "ivory towers", as increasing government intervention and a growing "target culture" has changed the way they work. Increasingly universities have transformed from "communities of scholars" to "workplaces". The organization and administration of universities has seen a corresponding prevalence of ideas and strategies drawn from the "New Public Management" ideology in response, promoting a more "business-focussed" approach in the management of public services.This book examines the issues that academics now face as a result of these changes, both as the "knowledge-workers" managed, and the "manager-academic". It draws on a detailed study of academics holding management roles ranging from Head of Department to Vice Chancellor in sixteen UK universities, exploring their career histories and trajectories, and providing extensive accounts of their values, practices, relationships with others, and their training and development as managers. Drawing on debates around "New Public Management", knowledge management, and knowledge workers, the wider implications of these themes for policy innovation and strategy in HE and the public sector more generally are considered, developing a critical response to recent approaches to managing public services, and practical suggestions for improvements which could be made to the training and support of senior and middle managers in universities. The book will be of interest to all teaching, researching, or managing in Higher Education, Education policy-makers, and academics and researchers concerned with Public Management, Knowledge Management, or Higher Education.

Product Description Developing Public Service Leaders examines why and how governments and representative bodies in public service organizations have mounted major interventions over the last two decades to develop senior staff as leaders. A critical explanation is developed of the foundational contribution made by national leadership development interventions in the 2000s to the emergence, proliferation, and normalization of leadership development provision. Through carrying out qualitative research in England, the authors investigate the national leadership development interventions for school education, healthcare, and higher education. Whilst also looking at the contemporary legacy of these interventions within a global scale, examining the growing international movement and comparing interventions across the world. The book looks at new ways to approach leadership development, adopting a novel perspective on leadership as a metaphorical concept and coining the concept of 'leaderism', and exploring how although senior staff may be widely acculturated as leaders, they may not necessarily be committed to acting as government change agents. Leadership development makes a diffuse contribution towards the ongoing neoliberalization of public services.Developing Public Service Leaders is a comprehensive and essential read for a researcher or policymaker striving for an in-depth understanding of the field and its ramifications. About the Author Mike Wallace, Cardiff Business School,Michael Reed, Cardiff Business School,Dermot O'Reilly, Lancaster University Management School,Michael Tomlinson, University of Southampton,Jonathan Morris, Cardiff Business School,Rosemary Deem, Royal HollowayProfessor Mike Wallace is Professor of Education Management and Policy at the School of Education and School of Social Sciences, Cardiff University, and Professor of Public Management, Cardiff Business School, Cardiff University. He served as Strategic Adviser for Researcher Development and Director of the Researcher Development Initiative for the Economic and Social Research Council and his main interest lies in the management of change in public services, spanning policy development and implementation, complex and programmatic change, public service reform, planning for change, large-scale reorganization, and leadership development interventions.Professor Michael Reed is Professor of Organizational Analysis at Cardiff Business School, Cardiff University. One of the founding editors of the organization theory journal, Organization, Reed is a Fellow of Academy of Social Sciences and Learned Society of Wales. His major research interests focus on changing relationship between political elites, occupational experts, and organizational control regimes within Anglo-American political economies.Dr Dermot O'Reilly is a Senior Lecturer in Management Learning and Leadership, Lancaster University and previously Senior Research Officer for the research project 'Developing Public Service Leaders as Change Agents in the Public Services', funded by the Economic and Social Research Council and based at Cardiff Business School.Dr Michael Tomlinson is Associate Professor of Education and Work at Southampton Education School, University of Southampton. He was previously a lecturer at Keele University in the School of Public Policy and prior to that a Research Officer on the research project 'Developing Leaders as Change Agents in the Public Services' funded by the Economic and Social Research Council and based at Cardiff Business School. His main research interests include sociological and political economic aspects of higher and post-compulsory education, focusing on higher education policy and its relationship to employability, labour markets, marketisation, graduate and academic identity.Professor Jonathan Morris is Professor of Organizational Analysis at Cardiff University's Business School. He was previously Research Associate, Lecturer and Seni

Developing Public Service Leaders: Elite orchestration, change agency, leaderism, and neoliberalization

Morris, Jonathan

Tomlinson, Michael

Wallace, Mike

O'Reilly, Dermot

Industries

All Work and No Play: The Sociology of Women and Leisure

Humor & Entertainment

Puzzles & Games

Open Univ Pr

Rosemary Deem provides students with a concise introduction to a range of issues and debates surrounding work, unemployment and leisure in contemporary societies. Beginning with an examination of the social and historical factors which have shaped work and leisure patterns in modern Britain, she shows how the boundaries between them are culturally constructed and change over time. As well as looking at the effects of class, Work, Unemployment and Leisure also considers gender, race and ethnicity dimensions. The author takes a wide view of work, encompassing work carried out both within and outside the formal economy. The chapter on unemployment considers the lives of those who are unemployed, and the impact of unemployment on work and leisure. There is a critical analysis of leisure itself and some recent controversies are considered. The final chapter contains a discussion of the future of work and leisure in industrial societies.

Work, Unemployment and Leisure (Society Now)

Politics & Social Sciences

Social Sciences

Routledge

Managing Teachers as Professionals in Schools

Work, Unemployment and Leisure

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