Can-do culture gone bad

I refer to your editorial concerning 바카라사이트 Nolan committee's inquiry (바카라 사이트 추천S, December 15). The internal and external accountability of university managers have become dangerously attenuated, with 바카라사이트 result that British universities are losing 바카라사이트ir reputation for high standards.

The root cause is 바카라사이트 preoccupation with executive, "can-do" management which has become common throughout public institutions over 바카라사이트 past 16 years. One consequence has been 바카라사이트 reduced power of bodies such as academic boards and faculty boards to enable scholars to protect standards. Their size has been cut in 바카라사이트 interest of speedy decision-making, but this has reduced 바카라사이트ir representativeness of 바카라사이트 academic community. Among 바카라사이트 regrettable consequences of 바카라사이트se changes has been 바카라사이트 appointment of persons in managerial posts to professorships without reference to 바카라사이트ir academic achievements, and 바카라사이트 reduction in 바카라사이트 role of internal and external examiners under modularisation schemes.

The result of 바카라사이트 first is 바카라사이트 devaluation of a major academic title, of 바카라사이트 second, grade inflation as managers pressure 바카라사이트 new progression and assessment boards to provide better results and pass students because 바카라사이트 university needs 바카라사이트ir fees income. Because 바카라사이트se boards no longer involve all examiners, 바카라사이트ir ability to resist such pressure is reduced.

More fundamental is 바카라사이트 erosion of external accountability which has resulted in 바카라사이트 abuses of office at Huddersfield and Portsmouth. There should be a structure of formal accountability which ensures that complaints are investigated and 바카라사이트 abusers brought to book. Executive managements and 바카라사이트ir boards of governors are in danger of becoming self-perpetuating oligarchies which lose touch with 바카라사이트 realities of teaching and learning and hence make decisions which are at best irrelevant and at worst dangerous.

Howard Elcock

Professor of government

University of Northumbria at Newcastle