Nội dung được dịch bởi AI, chỉ mang tính chất tham khảo
Từ Phản Đối Đến Thách Thức: Lãnh Đạo và Sự Thay Đổi Trong Giáo Dục Đại Học Tại Nam Phi
Tóm tắt
Bài báo khám phá những cách tiếp cận mới nổi và khác biệt về lãnh đạo trong giáo dục đại học, đặc biệt là cách mà những cách tiếp cận này đã định hình các chiến lược thay đổi tổ chức tại các cơ sở giáo dục đại học ở Nam Phi. Những vấn đề này được xem xét trong bối cảnh những thay đổi sau khi ban hành khung chính sách giáo dục đại học mới, cũng như những thách thức mới nổi của toàn cầu hóa. Trọng tâm phân tích là vai trò đang thay đổi của lãnh đạo trong giáo dục đại học, với sự nhấn mạnh cụ thể vào vai trò của các Hiệu trưởng trong sự chuyển biến của tổ chức.
Từ khóa
#lãnh đạo #giáo dục đại học #chiến lược thay đổi tổ chức #Nam Phi #chính sách giáo dục #toàn cầu hóaTài liệu tham khảo
Aitkin, D. (1998). What do Vice-Chancellors Do? Journal of Higher Education Policy and Management 20(2), 117–128.
Baldrige, V.J. & Deal, T. (eds) (1983). The Dynamics of Organizational Change in Education. Berkeley: McCutchon Publishing Corporation.
Bargh, C., Scott, P. & Smith, D. (1996). Governing Universities: Changing the Culture? Buckingham: SRHE/OU.
Becher, T. & Kogan, M. (1992). Process and Structure in Higher Education. London: Routledge.
Bensimon, E.M., Neuman, A. & Birnbaum, R. (1989). Making Sense of Administrative Leadership: The ‘L’ Word in Higher Education. ASHE-ERIC Higher Education Report No. 1. Washington D.C.: George Washington University.
Bessant, B. (1988). Corporate Management and the Institutions of Higher Education, Australian Universities Review 32(2), 10–13.
Birnbaum, R. (1988). How Colleges Work. The Cybernetics of Academic Organization and Leadership. San Francisco: Jossey Bass.
Birnbaum, R. (1989). The Cybernetic Institution: Toward an Integration of Governance Theories', Higher Education 18, 239–253.
Birnbaum, R. (1992). How Academic Leadership Works: Understanding Success and Failure in the College Presidency. San Francisco: Jossey Bass.
Clark, B.R. (1983). The Higher Education System: Academic Organization in Cross-National Perspective. Berkeley: UCLA Press.
Clark, B.R. (1998). Creating Entrepreneurial Universities: Organizational Pathways of Transformation. Oxford: Pergamon.
Cloete, N. & Bunting, I. (1999). Higher Education Transformation: Assessing Performance in South Africa. Pretoria: CHET.
Dearlove, J. (1995). Collegiality, Managerialism and Leadership in English Universities, Tertiary Education and Management 1(2), 161–169.
Department of Education (1997). Education White Paper 3: A Programme for the Transformation of Higher Education. Pretoria: Department of Education.
Department of Education (1997). The Higher Education Act (No. 101). Pretoria.
Green, M. (1997). Institutional Leadership in the Change Process. In M. Green (ed.), Transforming Higher Education: Views from Leaders around the World. Washington DC: American Council on Education.
Harper, A. et al. (2002). Institutional Forums: An Overview of their Establishment and Functioning at South Africa Higher Education Institutions. Pretoria: Centre for Higher Education Transformation (CHET).
Hearn, C.J. (1996). Transforming U.S. Higher Education: An Organizational Perspective, Innovative Higher Education 21(2), Winter, 141–153.
Johnson, B. (2000). Co-operative Governance? A Case Study of the Broad Transformation Forum at the University of the Western Cape, Perspectives in Education 18(3), 72–88.
Julius, D.J., Baldridge, J.V. & Pfeffer, J. (1999). A Memo from Machiavelli, The Journal of Higher Education 70(2) (March/April), 113–133.
Kooimans, J. (ed.) (1993). Modern Governance: New Government-Society Interactions. London: Sage.
Kulati, T. (2000). Governance, Leadership and Institutional Change in South African Higher Education: Grappling with Instability, Tertiary Education and Management 6(3), 177–192.
Lockwood, G. (1985). Universities as Organisations. In G. Lockwood & J. Davies (eds), Universities: The Management Challenge. Berkshire: NFER-Nelson.
Maassen, P.A.M. (1994). The Rise and Impact of the ‘Evaluative State’: The Issue of Quality in European Higher Education. Paper presented at CUP Conference: The Future Role of Universities in the South African Tertiary Education System.
Meek, V. Lynn & Wood, F. (1997). Higher Education Governance and Management: An Australian Study. Canberra: Department of Employment, Education, Training and Youth Affairs.
Middlehurst, R. & Elton, L. (1992). Leadership and Management in Higher Education, Studies in Higher Education 17(3), 251–264.
Middlehurst, R. (1993). Leading Academics. Buckingham: SRHE/OU.
Miller, D. (1995). The Management of Change in Universities: Universities, State and Economy in Australia, Canada and the United Kingdom. Buckingham: SRHE/OU.
Mohamed, N. & Cloete, N. (1996). Transformation Forums as Revolutionary Councils, Midwives to Democracy or Forums for Reconstruction and Innovation. Unpublished Research Report.
Moja, T. & Hayward, M.F. (2000). Higher Education Policy Development in Contemporary South Africa, Higher Education Policy 13, 335–359.
Morgan, G. (1997). Images of Organization. Thousand Oaks: Sage.
National Commission on Higher Education (1996). A Framework for Transformation. Pretoria.
Neave, G. (1988). On the Cultivation of Quality, Efficiency and Enterprise: An Overview of Recent Trends in Higher Education inWestern Europe, 1986–1988, European Journal of Education 23(1/2), 7–23.
Neave, G. & Van Vught F. (eds) (1991). Prometheus Bound: The Changing Relationship Between Government and Higher Education in Western Europe. Oxford: Pergamon Press.
Plowman, T. (1998). The Story of Closely and Loosely Coupled Organizations, Journal of Higher Education Policy 20(1), 13–18.
Pollitt, C. (1987). The Politics of Performance Assessment: Lessons for Higher Education? Studies in Higher Education 12(1), 87–98.
Ramsden, P. (1998). Learning to Lead in Higher Education. London: Routledge.
Reed, M.I. (1992). The Sociology of Organizations: Themes, Perspectives and Prospects. Hampstead: Harvester Wheatsheaf.
Reponen, T. (1999). Is Leadership Possible at Loosely Coupled Organisations such as Universities? Higher Education Policy 12, 237–244.
Sayed, Y. (2000). The Governance of the South African Higher Education System: Balancing State Control and State Supervision in Co-operative Governance? International Journal of Educational Development 20, 475–489.
Scott, P (2001). Leadership and Management-Some thoughts from the UK. Personal correspondence.
Smith, D., Scott, P., Bocock, P. & Bargh, C. (1999). Vice-Chancellors and Executive Leadership in UK Universities: New Roles and Relationships? In M. Henkel & B. Little (eds), Changing Relationships between Higher Education and the State. London: Jessica Kingsley Publishers.
Trow, M. (1994). Managerialism and the Academic Profession: The Case of England, Higher Educational Policy 7(2), 11–18.
Walford, G. (1987). Restructuring Universities: Politics and Power in the Management of Change. London: Croom Helm.
Waugh, Jr. W.L. (1998). Conflicting Values and Cultures: The Managerial Threat to University Governance, Policy Studies Review Winter 15(4), 61–73.
Weick, K. (1983). Educational Organizations as Loosely Coupled Systems. In V. Baldridge & T. Deal, Policy Studies Review Winter 15(4) op cit., 15–37.