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IMHE – General Conference           Paris 17-19 SeptemberGovernance of governance in higher education:            the case...
• Problem: Increasing autonomy of public institutions (Universities 1988 and Polytechnics 1990) enhances the efficiency of...
• Goal:. To analyse the reaction of Portuguese  universities to the impact of NPM embedded in the  new legal framework by ...
• Method: document analysis including the statutes of 14 public universities, publicly available information, minutes of t...
New Public Management                                   and New GovernanceShift from public versus private to public+priva...
New Public Management                                     and New GovernanceShift from control to negotiation  • Top-down ...
Conclusions• New Governance counterbalance NPM  following an European trend• Loss of collegiality explains the emergence o...
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Governance of governance in higher education: the case of Portugal - António Magalhães, Amélia Veiga, Sofia Sousa, Filipa Ribeiro and Alberto Amaral

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Governance of governance in higher education: the case of Portugal - António Magalhães, Amélia Veiga, Sofia Sousa, Filipa Ribeiro and Alberto Amaral

  1. 1. IMHE – General Conference Paris 17-19 SeptemberGovernance of governance in higher education: the case of Portugal António Magalhães, Amélia Veiga, Sofia Sousa, Filipa Ribeiro and Alberto Amaral (CIPES)
  2. 2. • Problem: Increasing autonomy of public institutions (Universities 1988 and Polytechnics 1990) enhances the efficiency of decision- making processes and the capacity of institutions to respond more effectively to changes which raises the issue of institutional meta-governance.
  3. 3. • Goal:. To analyse the reaction of Portuguese universities to the impact of NPM embedded in the new legal framework by looking at the following dimensions: shift from public vs. private to public+private; b) focus on networks rather than on hierarchy; c) shift from command and control to negotiation and persuasion; d) shift from management skills to enablement skills.
  4. 4. • Method: document analysis including the statutes of 14 public universities, publicly available information, minutes of the meetings, deliberations, activity plans and strategic plans.
  5. 5. New Public Management and New GovernanceShift from public versus private to public+private • External interests present by initiative of the universityEmphasis on networks rather than on hierarchical relationships • Consultative boards to deal with academic issues to overcome the under representation of Schools and academic constitutencies
  6. 6. New Public Management and New GovernanceShift from control to negotiation • Top-down system (e.g. nomination) is not promoted to select the members of the governance structuresEmphasis on enablement skills • Involvement of academic constituencies in governance structures and processes depends on institutional leadership
  7. 7. Conclusions• New Governance counterbalance NPM following an European trend• Loss of collegiality explains the emergence of the characteristics of New Governance• The need for meta-governance requires centralization and hierarchical relations which does not help the development of New Governance

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