Managing the Learning University (SRHE and Open University Press Imprint)

Duke, C.

ISBN 10: 0335207650 / ISBN 13: 9780335207657

Edité par Society for Research into Higher Education/ Open University Press, Buckingham, United Kingdom, 2002

A propos de cet article

Cover looks a very little worn at the corners. Pages are clean and bright.

N° de réf. du vendeur 114047

Détails bibliographiques

• Titre: Managing the Learning University (SRHE and Open University Press Imprint)
• Éditeur: Society for Research into Higher Education/ Open University Press, Buckingham, United Kingdom
• Date de parution: 2002
• Langue: anglais
• ISBN à 10 chiffres: 0335207650
• ISBN à 13 chiffres: 9780335207657
• Reliure: paperback
• Édition: First Edition.
• État de l'article: Very Good
• État de la jaquette: No Dust Jacket
• Type de livre: Clean Copy
• Catalogues du vendeur:
  • History - Schools & Universities

A propos de ce titre

Synopsis

This book debunks prevailing modern management theories and fashions as applied to higher education. At the same time it provides practical guidance for a clear and easily understood set of principles as to how universities and colleges can be re-energized and their staff mobilized to be effective in meeting the growing and changing needs of the global knowledge society. It is anchored in knowledge of management and organizational theory and in the literature about higher education which is critiqued from a clear theoretical perspective based on and tested through long experience of university management and leadership. Chris Duke offers challenging advice for managers in tertiary and higher education - from self-managing knowledge workers who may feel themselves to be the new academic proletariat, through to institutional heads, some of whose attempts to manage using strategic planning, management-by-objectives and other techniques seriously unravel because they fail to benefit from the talents and networks which make up the rich 'underlife' of the institution. Loss of institutional memory and failure to tap tacit know-how and mobilize commitment through genuine consultation and shared participatory management inhibits organizational learning and generates apathy - or drives staff dedication and creativity into oppositional channels. Managing the Learning University indicates how higher education institutions can link and network their internal energies with external opportunities and partners to be successful and dynamic learning organizations. It points the way to enabling an enterprising and valued university to thrive in hard times, and to be a community where it is actually a pleasure to work.

À propos de l'auteur

Chris Duke has worked across the full spectrum of tertiary education: from tutor at Cambridge to institutional head in an Australian 'new university', and including English further education, polytechnic, civic and greenfield institutions, Australian sandstone and New Zealand Universitas 21 member; as teacher, researcher and senior administrator, governor and trustee, professor of continuing education and lifelong learning, and now also as a consultant. The experience of three national systems is buttressed by long association wih Unesco and OECD in higher education and with international professional associations. His training as a historian, work as a sociologist, and practical passion for equity and for integrity of behaviour show through in his writing.