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PurposeThis paper explores some management concepts and how applying these concepts from business to higher education can be problematic, let alone incompatible, particularly in relation to measuring quality in higher education.Design/methodology/approachIt provides a conceptual understanding of the literature on quality in the higher education context. It does so by examining the literature on students as customers, customer expectations, customer satisfaction and other management theories that have been applied to higher education.FindingsIt argues that the current bases for perceiving quality such as meeting customer expectations, satisfying the customer, ensuring quality control, meeting standards and assessing the cost associated with poor quality are in disagreement with the principal aims and measures of quality in higher education.Research limitations/implicationsThis paper can certainly benefit from many other concepts in business that have been applied in higher education, which it lacks. It only focussed on a number of key and popular ideas in management theory that have been used in higher education more broadly.Practical implicationsStudent-focussed quality initiatives can be devoid of the student as customer concept. How programs, subjects and experiences are curated can be solely for the purpose of continuous improvement. Second, universities that choose to treat the student as a customer may find it beneficial to apply a relationship marketing approach to higher education. Lastly, those against the student as customer concept may focus on the long-term impact of quality initiatives such as promoting lifelong learning, building long-term relationships with alumni and employers and those that further promote academic integrity.Originality/valueSome considerations have been offered. These considerations revisit the basic notions of teaching and learning in higher education. It puts an emphasis on sidestepping the student as customer metaphor, that learning is not expressed in dollar terms, and that the quality of the student experience cannot be measured by student evaluation alone because it is felt much later in life.

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Assisting doctoral students with developing teaching skills along with providing effective instruction is a common dilemma in academia. We propose a model for developing skill sets of two audiences, doctoral teaching assistants and students. For the teaching assistants, or ZONE mentors, they gain valuable and meaningful skills in course design, online feedback and evaluation, and demonstration of course concepts. For students, the ZONE model encourages self–direction, development of evaluation skills, and the ability to problem solve when assisting peers. Each audience gains experience through scaffolding and mentoring.

There is widespread interest in employing designers who focus on learning, performance and education technology in many industries at a global level. In Australia, learning designers are in demand in Education, Corporate Training, Finance, Charity, Non-Government Sectors, and also in Start-Ups and Entrepreneurial arenas. This demand is despite the fact that the role of the Learning Designer is incredibly varied, contextually-based, and also unclear to many employers – and students! This suggests that there is currently an opportunity for learning designers and academics who deliver learning design content to define what it means to be a learning designer. This paper presents an Australian case study which uses design-based research methods in a pre-production mode to identify the key principles that informed the development of a course of study (what others may refer to as a program). How those principles were operationalised within the course design and more are discussed in an effort to reposition understandings of knowledge, skills and abilities for this field.