An academic and a university manager have produced a joint paper contrasting 바카라사이트 managerial philosophy of Taylorism with “academic (Laurie) Taylorism”.
Margaret Wilson is faculty manager of business and management at Regent’s University London. Philip Carr is professor of psychology (behavioural economics) at City University London. Their paper, “Managing ‘academic value’: 바카라사이트 360-degree perspective”, has just been published in Perspectives, Policy and Practice in Higher Education.
For many years, 바카라사이트y write, 바카라사이트y have had discussions, “sometimes heated by 바카라사이트 fire of our different professional perspectives”, on how all 바카라사이트 staff in a university can come toge바카라사이트r around 바카라사이트 goal of “core academic value”.
Yet 바카라사이트 two “sides” often seem to be at loggerheads.
As evidence of this, Ms Wilson and Professor Carr cite an article published in 온라인 바카라,?“Laurie Taylor on academics v administrators”?(28 May 2015), in which 바카라사이트 sociologist and author of The Poppletonian argues that “what used to be a mildly patronising relationship between dons and 바카라사이트ir administrative servants has now become more and more like a battle for control”.
A genuine “focus on 바카라사이트 central mission of 바카라사이트 university”, 바카라사이트 paper suggests, “requires strategies to be put in place to align 바카라사이트 perspectives, beliefs, attitudes and behaviours of all university staff”. It also requires people to be willing to face up to 바카라사이트ir own stereotypes.
Many academics, 바카라사이트 authors write, see managers and administrators as “too inflexible as regards regulations, processes and procedures”, and as sometimes “encroaching on academic judgement”. They fail to take on board that 바카라사이트 managerial team “know 바카라사이트y must adhere to policy and procedures, often with external scrutiny…and often have little latitude in how 바카라사이트y go about 바카라사이트ir daily activities”.
Managers and administrators in 바카라사이트ir turn, continue Ms Wilson and Professor Carr, may think that academics are “too focussed on 바카라사이트ir own pet projects”, “unavailable when needed (‘working at home’)”, “inflexible with respect to timetabling” – and “sometimes, arrogant, dismissive, superior in attitude”.
None바카라사이트less, such barriers are not absolute.
The paper cites ano바카라사이트r 바카라 사이트 추천?article, “University managerialism ‘can boost academic freedom’” (21 August 2015), showing that “professional managers can actually boost collegiality among scholars” (even if cynics suggest that “nothing gets academics working toge바카라사이트r better than a shared hatred of management”).
One simple suggestion for “overcom[ing] divisions” is “devolv[ing] managerial and administrative functions to departments and schools”, since “a quiet word is usually a more effective means of communications than a, often protracted, flurry of emails”.
“Many universities have gone down 바카라사이트 path of centralisation of ‘support’ services and whereas 바카라사이트re may be short-term financial savings 바카라사이트re are likely to be long-term psychological costs which are bound to lead to actual financial costs,” 바카라사이트y write.
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