Competing conceptions of academic governance: negotiating the perfect storm

By:

Tierney, William G

Material type: Text

TextPublication details: 2004 The Johns Hopkins University Press BaltimoreDescription: xxxi, 228 pISBN:

9780801892110

Subject(s):

DDC classification:

378.101 C6

Summary: Today, institutional leaders face numerous struggles: intervention from boards of trustees, alumni, and state legislators; decline in financial support from the states; and competition in an increasingly global marketplace. While it is agreed that effective governance structures allow institutions to respond creatively to these challenges, how best to allocate control in order to maximize institutional efficiency, preserve academic freedom, and ensure institutional identity remains unclear. Increasingly, administrators look to non -academic institutions for governance and management strategies. (http://jhupbooks.press.jhu.edu)

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Holdings
Item type	Current library	Call number	Status	Date due	Barcode	Item holds
Book	Ahmedabad	378.101 C6 (Browse shelf(Opens below))	Available		173349

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Previous	378.1 S4E2 Economies of college education: a study of Hindu college Delhi	378.1 S4E9 Expenditure on education: theory, models and growth	378.1 U61 Universities and globalization: critical perspectives	378.101 C6 Competing conceptions of academic governance: negotiating the perfect storm	378.101 E9M2 Making the grade: how boards can ensure academic quality	378.101 G3R4 The rise and decline of faculty governance: professionalization and the modern American university	378.101 M2O7 Organizational theory in higher education	Next

Today, institutional leaders face numerous struggles: intervention from boards of trustees, alumni, and state legislators; decline in financial support from the states; and competition in an increasingly global marketplace. While it is agreed that effective governance structures allow institutions to respond creatively to these challenges, how best to allocate control in order to maximize institutional efficiency, preserve academic freedom, and ensure institutional identity remains unclear. Increasingly, administrators look to non -academic institutions for governance and management strategies. (http://jhupbooks.press.jhu.edu)

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