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Knowledge, Higher Education, and the New Managerialism
The Changing Management of UK Universities
Rosemary Deem, Sam Hillyard, and Michael Reed
Analysis of changes in the management and organization of professional academic work in British universities in recent years
Looks at the impact of 'New Managerialism' and 'New Public Management'
Examines the implications of mass higher education and increasing expectations that universities should generate income
Develops a critical response to the concept of the 'entrepreneurial university'
Situates these developments in the context of debates surrounding 'knowledge-intensive' organizations
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.
1:New Managerialism and Public Service Organizational Reform: From Regulated Autonomy to Institutionalized Distrust
2:The Changing Context of University Knowledge Work: the UK Higher Education System from the 1960s to the 21st Century
3:The Knowledge Worker in the Divided University
4:Manager-Academic Identities, Practices and Careers in the Contemporary University
5:Learning How to Do the Management of Academic Knowledge Work in Universities
6:Values, Public Service, the University and the Manager-Academic
Appendix 1:Questions and Themes Used in the Economic and Social Research Council Project Focus Groups and Interviews
Rosemary Deem, Professor of Education and Director of Research, Faculty of Social Sciences and Law, University of Bristol, Sam Hillyard, Senior Lecturer in Research Methods, School of Education, University of Durham, and Michael Reed, Professor of Organizational Analysis, Cardiff Business School
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