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1 1945 2020? University governance in the Netherlands: Outlook and overview in light international historical perspective By Jo Ritzen and Willem Mattens.

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Presentation on theme: "1 1945 2020? University governance in the Netherlands: Outlook and overview in light international historical perspective By Jo Ritzen and Willem Mattens."— Presentation transcript:

1 ? University governance in the Netherlands: Outlook and overview in light international historical perspective By Jo Ritzen and Willem Mattens Maastricht University or The worldwide battle for talent…

2 2 STATE Russia 1985weden Germany Denmark Canada US Market NL UK Japan It1960aly Spain Academic oligarchy (Burton Clark)

3 3 State Russia Japan Sweden Denmark Germany France Canada US Market NL UK Italy Spain Academic oligarchy (Burton Clark)

4 4 Characteristics Dutch universities… The oligarchic university< 1968 The democratic university The bureaucratic university The professional university> 1995 The innovative university> 2010

5 5 The Oligarchic University

6 6 The Oligarchic University… Governance: Curatorium Rector Magnificus Senate – strategy of Research & Teaching Dean > head of the Faculty, primus inter paris –tactics & operations of Research & Teaching Administration: Chancellor-Director, government-issued and - controlled

7 7 The Democratic University

8 8 The Democratic University… Governance (inc student participation): University > E-board U-council (sub)Faculty > F-board F-council –Dean > chairman F-board, elected by F-council Department>D-board D-council Administration: Government-issued/E-board controlled..!? (poorly equipped)

9 9 The Bureaucratic University

10 10 The Bureaucratic University… Governance (inc student participation): University > E-board U-council Faculty > F-board F-council –Dean > chairman F-board, elected by F-council Department>D-board D-council Administration: E-board issued, F-director controlled

11 11 The Professional University

12 12 The Professional University… Governance: Supervisory board University > E-board U-council or separate P/S-councils Faculty > dean/F-board F-council (or P/S) -Dean > integral manager, appointed by E- board, assisted by F-board Department >director/D-board D-council Administration: E-board/Dean -issued and –controlled (assisted by F- director

13 13 The Deans position… ….Against the sketched background the position of the dean altered gradually from a very marginal role in the oligarchic period, where the Senate (all full professors) headed by the Rector Magnificus (the primus inter paris) was dominant, to a fully responsible integral governor of the faculty and university in present times……!!

14 14 International developments… UK Scandinavia Germany France USAmore market… Japan China Australia

15 15 Trend… Key aspects of globalisation (+ ICT) – mobility: people, information, finance... – time: async, sync & compressed – competition for knowledge & advantage – media & information explosion – interdependence & connections – shifting boundaries: convergence & re-configuration = Need for sophisticated knowledge & information management

16 16 Trend… Internationalisation as response to globalisation? –Competition in research, teaching, knowledge transfer & exchange –Changing patterns of student recruitment + volatility of markets –Diversity of providers, provision, needs & demands (no monopoly for traditional providers) –Collaboration & partnerships as defence, advantage –For governments & business – HE is seen as key to their needs = Multiple purposes & audiences for information

17 17 Internationalisation in HE… Internationalisation at the national, sector and institutional levels is defined as the process of integrating an international, intercultural or global dimension into the purpose, functions or delivery of post- secondary education…… (Knight, 2003)

18 18 Beyond 2010… How about the Dearing (1997) report? life long learning, learning society, regional development,fundamental research, leading expertise, innovative technology,cohesion in society, public accountability How about Bologna (1999: EU space for HE)? paradox: State arrangement versus Market principles… How about the Lisbon Agenda (2000)? The EUs new strategic goal: …to become by 2010 the most competitive & dynamic knowledge-based economy in the world, capable of sustainable growth with more & better jobs and greater social cohesion…

19 19 Gate keeping… Tuition fees: –Differentiation –Combined with explicit grant policy Direct entrance selection: –Differentiation (BSA?) –University policy

20 20 The Innovative University… Permanent scouting Culture change New incubator concepts Taylor made conduction Transparant IP policy

21 21 Quality and ranking… Segmentation in HE market? college model versus mass universities Public versus Private (open system) Need for coherent and transparent set of Q-indicators Ranking by market forces

22 22 Fostering research culture… Individual apraissal versus team apraissal? Discretionary funding instead of dividing justice Quality prevails

23 23 University Supervision… Better balance between R&E and management Integral instead of partial accountability Internationalisation

24 24 Who is nurturing who…? State >>> University ? –HE is seen as key to State needs –National politics on more distance University >>> State ? –HE&Research are to be seen as commodities –Included in GATT ruling


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