Self‐assessment of governance teams in an argentine private university: Adapting to difficult times

Durand, Julio C.; Pujadas, Carlos

doi:10.1080/13583883.2004.9967115

Cited by 7 publications

(2 citation statements)

References 22 publications

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“…In Australia, the higher education system has also moved substantially towards hard academic managerialism, an executive style traditionally strong in the USA, with deans appointed for their new executive roles and no longer merely elected to an academic position (Marginson & Considine, 2000;Meek, 2003;Santiago, Carvalho, Amaral, & Meek, 2006). In parts of Europe and South America, this managerial shift has been slow to develop (Deem, 2004;Durand & Pujadas, 2004;Holm-Nielsen, Thorn, Brunner, & Balán, 2005;Santiago et al, 2006). In Brazil, for example, the recent external economic pressures required deans to shift abruptly from academic leaders to institutional managers, regardless of their professional background.…”

Section: Introductionmentioning

confidence: 97%

Academic and Managerial Skills of Academic Deans: A self‐assessment perspective

Motta

Bolan

2008

Tertiary Education and Management

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Brazilian higher education institutions face a complex and challenging environment as the national market in education is becoming more competitive. International investment, a decrease in the population of potential students, and the proliferation of innumerable small institutions add to this complexity. Organizations are becoming flatter and the key managers within them are deans. Although deans are required to act as managerial experts, they are usually selected from the teaching body of the institution. In this paper, a group of deans from a large private institution gave their self-assessment of their academic and managerial skills. The results revealed that they tend to have a high perception of their managerial skills, even though they have no previous managerial experience or formal training. This underlines that senior academic administrators cannot simply assume that deans, by the nature of their work environment, are proficient in managerial skills; neither that they can easily identify inadequacies nor have them self-corrected. To accomplish the necessary institutional changes to face the complexities of the current globalized education market, a new assessment culture has to be implemented in the academic environment.

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Section: Introductionmentioning

confidence: 97%

Academic and Managerial Skills of Academic Deans: A self‐assessment perspective

Motta

Bolan

2008

Tertiary Education and Management

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“…In fact, they consider that a good manager should be able to prepare formal plans, quickly design organisational structures and monitor the results of the plans they have designed, whereas a leader should have empowerment, intuition, self-awareness and value congruence skills. Durand and Pujadas (2004) consider that, to adapt to the difficult context of academic governance, it is necessary to have management skills, especially with respect to the quality of collective decision-making to create complex teams. In this regard, Opayemi and Balogun (2011) consider that a good university teacher must be extroverted, thorough and a good manager.…”

Section: Introductionmentioning

confidence: 99%

SIHEM-UB: A scale to assess higher-education management skills.

Peró‐Cebollero

Guàrdia‐Olmos

Amador-Campos

et al. 2019

reire

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INTRODUCTION.University management and governance is a complex matter and differs from the management and governance of other institutions, since the structure, organisation and complexity of the university make it a unique institution. Moreover, teaching staff members with individual management roles are not professional managers, as is the case in other institutions. This raises the question of whether all university teachers can be effective managers of their institutions. The goal of this paper is therefore to create a scale to assess highereducation management skills (SIHEM-UB). METHOD.The initial scale consisted of 129 items, and after a review by expert judges and the pilot study, the final scale was reduced to 30 items and was administered to a sample of 690 university teachers. RESULTS.The scale was checked for reliability, internal consistency, and content, criterion, discriminant and construct validity. CONCLUSION.All indicators demonstrated the suitability of the proposed scale in relation to reliability and validity in all facets analysed.

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Institutional Governance Structures

Frølich¹,

Caspersen²

2015

The Palgrave International Handbook of Higher Education Policy and Governance

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Self‐assessment of governance teams in an argentine private university: Adapting to difficult times

Cited by 7 publications

References 22 publications

Academic and Managerial Skills of Academic Deans: A self‐assessment perspective

Academic and Managerial Skills of Academic Deans: A self‐assessment perspective

SIHEM-UB: A scale to assess higher-education management skills.

Institutional Governance Structures

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