ISSN:
1573-174X
Source:
Springer Online Journal Archives 1860-2000
Topics:
Nature of Science, Research, Systems of Higher Education, Museum Science
Notes:
Conclusions In conclusion there are a number of points to be emphasised. Firstly, there are no definite answers to the problems of change and innovation in the management field. Admittedly there are plenty of ideas and models about strategic planning; but the trend over the last ten years or so has been away from the use of analytic techniques towards trying to manage the culture and values of the organisation directly. At the moment there is another reaction developing against this focus on culture (Barney, 1986; Thackray, 1986), but it is not yet clear what is being proposed in its place. So those in higher education should be suspicious of the management pundits who claim that they have the answer - especially if it simply involves copying management structures and systems that are believed to be commonplace in industry. Furthermore many of these systems are actually fraught with difficulty when used in industry. For example, many companies find they have to rethink their appraisal systems every four or five years, because the failure of the previous system usually becomes obvious to all about three years after its installation. In that area the current trend is towards self and peer assessment - which could conceivably be appropriate in higher education too. But there are still a number of ideas that may be gleaned from the management world, and these may eventually provide models of management and strategic change which are appropriate to higher education. Some of these ideas have been mentioned in this article. For example, there is a need to pay closer attention to the environment, especially the political one. Institutions need to think carefully about their distinctive strengths, and how they can fit best into their environments. The idea of universities as “service” organisations may have considerable power, and it may be as well to think of some of those services as having limited “life”. It is important to recognise the crucial role of those people at the lower levels of the organisation. Their contribution is not only in helping to determine the best direction to take; but their commitment to any direction is essential if it is to be implemented. Good strategies can't be rushed: it takes time for ideas to evolve. Hence the process of thinking through appropriate strategies probably needs to be fairly continuous; it certainly should not be merely an annual, or quinquennial, activity. Finally it is the values of staff and students that can be the greatest source of, and barrier to, change and innovation. Senior managers get easily excited at the possibilities of being able to “manage” the values of their organisations. But this is much more difficult than the popular text books would have us believe, and very dangerous. The danger is that if one simply attacks the existing values of an organisation - say those of scholarship, colleagueship and individual freedom - one runs the risk of destroying individuals' sense of purpose, and thus creating a highly demoralised organisation. If values are to be shifted, say towards a greater commercial orientation - then they must be done in a way which allows for retention of the original values in parallel. It is a kind of bridging idea that is needed. This will take time, and not a little creativity.
Type of Medium:
Electronic Resource
URL:
http://dx.doi.org/10.1007/BF00139246
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