Managing the Learning University - C. Duke

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Résumé :
Loss of institutional memory and failure to tap tacit know-how and mobilize commitment through genuine consultation and shared participatory management inhibits organizational learning and generates apathy - or drives staff dedication and creativity into oppositional channels. Managing the Learning University indicates how higher education institutions can link and network their internal energies with external opportunities and partners to be successful and dynamic learning organizations. It points the way to enabling an enterprising and valued university to thrive in hard times, and to be a community where it is actually a pleasure to work.

Biographie:
Chris Duke has worked across the full spectrum of tertiary education: from tutor at Cambridge to institutional head in an Australian 'new university', and including English further education, polytechnic, civic and greenfield institutions, Australian sandstone and New Zealand Universitas 21 member; as teacher, researcher and senior administrator, governor and trustee, professor of continuing education and lifelong learning, and now also as a consultant. The experience of three national systems is buttressed by long association wih Unesco and OECD in higher education and with international professional associations. His training as a historian, work as a sociologist, and practical passion for equity and for integrity of behaviour show through in his writing.

Sommaire:
Introduction who manages what? Changing universities Managing and people in post-modern times Managing what abiding university? Managing through cooperation Managing the academic enterprise Managing people and resources Managing communication and using information technology Is the learning university manageable? References Index