Full Description
"There is no truer text to the topic than Managing Successful Universities ... The second edition is a full revision in which globalisation, managing financial disjuncture and the enhancement of research performance all loom larger than before. Like its predecessor this book will be used throughout the English speaking world and beyond."
Professor Simon Marginson, Centre for the Study of Higher Education, University of Melbourne "[This] is the manual par excellence for modern university leadership and management. In my role as a business school dean, it is by far the most useful single book I have ever read - and continue to read."
Professor Mark Taylor, Dean, Warwick Business School, University of Warwick"When I began my career in university management, there was just one book on managing UK universities. Now there must be twenty or thirty but none is as comprehensive, authoritative, readable, and important as Shattock's Managing Successful Universities ... Read this valuable book and learn much from it!"
David Palfreyman, Director of OXCHEPS and Bursar, New College, University of OxfordThis bestselling book defines good management in a university context and how it can contribute to university success. Extensively updated to reflect political, financial and social developments since the first edition, it includes a new chapter on the management of teaching and research and gives in-depth coverage to managing retrenchment and the importance of human resource management. Drawing on the literature of management in the private sector as well as from higher education and on the experience of the author it emphasizes:
The holistic characteristics of university managementThe need to be outward looking and entrepreneurial in management style, andThe ways successful universities utilize the market to reinforce academic excellence
Contents
Preface
Introduction
What are the characteristics of a successful university?
Strategic management in universities
Managing university finance
The academic context: Organization, collegiality and leadership
Managing the core business
Good governance
Extending the boundaries
Building an image, establishing a reputation
Ambition
Inhibitions to becoming entrepreneurial
Turning round failure, arresting decline, managing retrenchment
Managing universities for success
Appendix
References
Index
The Society for Research into Higher Education
