1. |
Editorial |
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Higher Education Quarterly,
Volume 46,
Issue 2,
1992,
Page 141-144
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PDF (215KB)
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ISSN:0951-5224
DOI:10.1111/j.1468-2273.1992.tb01590.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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2. |
Are Professors Professional? |
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Higher Education Quarterly,
Volume 46,
Issue 2,
1992,
Page 145-156
David Warren Piper,
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摘要:
AbstractCan university teaching be counted a profession? The work of academics is examined against four criteria associated with professional life: members share a body of knowledge; professional identity is for life; professionals are accountable for the effects of what they do rather than for the actions they take; professional bodies restrict access and enforce codes of practice. The conclusion is that academics form a Janus‐faced profession in which their professionalism is more evident in respect of the subjects they teach than in respect of their academic duties of teaching and examining. Professional training is recommended as the appropriate treatment for this lop‐sided condit
ISSN:0951-5224
DOI:10.1111/j.1468-2273.1992.tb01591.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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3. |
Management in the Public and Private Sector |
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Higher Education Quarterly,
Volume 46,
Issue 2,
1992,
Page 157-165
Rosemary Stewart,
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PDF (444KB)
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摘要:
AbstractThis paper, drawing on a six‐country study, summarises the pressures to change on organisations and managers in both public and private sectors. The differences and similarities between the experiences of managers in the two sectors are drawn out and some conclusions about the lessons each can learn from the other are suggeste
ISSN:0951-5224
DOI:10.1111/j.1468-2273.1992.tb01592.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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4. |
Managing Professionals and Professional Autonomy |
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Higher Education Quarterly,
Volume 46,
Issue 2,
1992,
Page 166-173
J. A. Kennerley,
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PDF (412KB)
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摘要:
AbstractProfessionals have concerns about their freedom and autonomy, particularly when they work within organisations. Managers have corporate goals to achieve and have few sources of power with which to direct the professionals. This paper argues that given a high calibre of managerial leadership it is possible to manage the professionals. The reasons for the tensions between the two groups are examined and related to respective values and cultures. It is argued that in most organisations there is sufficient consonance between the aims of the two groups for a shared vision and shared values to be established once potential leaders have been identified. A point is made about the methods of achieving this.
ISSN:0951-5224
DOI:10.1111/j.1468-2273.1992.tb01593.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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5. |
Staff Development in Higher Education ‐ Towards the Learning Organisation? |
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Higher Education Quarterly,
Volume 46,
Issue 2,
1992,
Page 174-190
Helen Brown,
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PDF (939KB)
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摘要:
AbstractThe concept of the learning organisation is related to current and emerging practice in staff development, particularly in the Enterprise in Higher Education initiative. We examine the link between organisational development and individual development and argue that the current climate of rapid change makes a strategic and coherent approach particularly necessary. Key issues include the renegotiation of relationships between managers and professionals, the role of corporate strategy and the development of organisational cultures which are tolerant, but purposive. We conclude by describing the characteristics of staff development processes which have the capacity to enhance organisational learning.
ISSN:0951-5224
DOI:10.1111/j.1468-2273.1992.tb01594.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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6. |
Merging Educational Groups: Did it Really Happen?1 |
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Higher Education Quarterly,
Volume 46,
Issue 2,
1992,
Page 191-195
Lewis Elton,
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PDF (305KB)
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摘要:
AbstractThe article shows that a merger of two departments which, in an earlier article, the Head of the merged department had judged very positively, particularly as regards financial viability, in fact did not achieve the objective laid down for it, i.e. that the work of both the merging departments should be maintained. Thus Fielden's verdict, that financial considerations should not be put uppermost in mergers, was confirmed in this instance. Furthermore, as the work of one of the merging departments has been largely discontinued, the university in question effectively sustained a serious financial loss through not being able to reap the benefits of the resource investment made previously in this work.
ISSN:0951-5224
DOI:10.1111/j.1468-2273.1992.tb01595.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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7. |
Reviews |
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Higher Education Quarterly,
Volume 46,
Issue 2,
1992,
Page 196-208
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PDF (695KB)
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摘要:
The Philosophy of Higher Education Commitment to Higher EducationThe Idea of Higher EducationDiverse Experiences Making Sense of Experiential Learning: Diversity in Theory and PracticeImproving the Process of Learning Helping Students to Learn: Teaching, Counselling and ResearchThe Nineties’ Battle of the Curriculum First Degree. The Undergraduate Curriculum, Geoffrey SquiresWandering Scholars Learning in Europe: The ERASMUS Experience ‐ A Survey of the 1988S9 ERASMUS Stud
ISSN:0951-5224
DOI:10.1111/j.1468-2273.1992.tb01596.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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