Davies, J, Hides, MT and Casey, S 2001, 'Leadership in higher education' , Total Quality Management and Business Excellence, 12 (7) , pp. 1025-1030.Full text not available from this repository.
Higher education establishments are undergoing a phenomenal amount of change driven by the various stakeholders (e.g. Government, students and local communities). Traditionally, universities have been governed on a collegiate basis, focusing on developing knowledge both in the students attending and through research activities. This has promoted a very insular environment, with reward (e.g. promotion, etc.) given to those individuals excelling in a particular field. Universities now have to conduct their activities in a more business-like manner and, as such, need a concerted effort by all to succeed. Academics and support staff struggle, on occasions, to identify what it is they are trying to do and even to identify who the customers are. This paper will investigate the role of leadership in creating vision, communicating policy and deploying strategy throughout a higher education establishment. The European Foundation for Quality Management's Excellence Model will be examined as a possible vehicle for improving leadership in higher education. A case study will be used which will demonstrate how a change in leadership style has generated improvement in a higher education faculty.
|Themes:||Subjects / Themes > H Social Sciences > HD Industries. Land use. Labor > HD0028 - 0070 Management. Industrial Management
Subjects / Themes > L Education > LB Theory and practice of education > LB2300 Higher Education
Subjects outside of the University Themes
|Schools:||Schools > Salford Business School > Business and Management Research Centre|
|Journal or Publication Title:||Total Quality Management and Business Excellence|
|Publisher:||Taylor & Francis|
|Depositing User:||H Kenna|
|Date Deposited:||15 Oct 2007 14:16|
|Last Modified:||29 Oct 2015 00:50|
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