Building trust and shared knowledge in communities of e-learning practice: collaborative leadership in the JISC eLISA and CAMEL lifelong learning projects

Trust and collective learning are useful features that are enabled by effective collaborative leadership of e‐learning projects across higher and further education (HE/FE) institutions promoting lifelong learning. These features contribute effectively to the development of design for learning in communities of e‐learning practice. For this, reflexivity, good leadership and the capacity to engage in innovation is crucial to team performance. This paper outlines a serendipitously useful combination of innovative models of collaboration emerging from two 2005–06 UK e‐learning pilots: the Joint Information Systems Committee (JISC) e‐Learning Independent Study Award (eLISA) and JISC infoNet Collaborative Approaches to the Management of e‐Learning (CAMEL) projects. The JISC‐funded eLISA Distributed e‐Learning (DeL) project set up a collaborative partnership among teachers to try out LAMS and Moodle using study skills in e‐learning. Simultaneously, the JISC infoNet CAMEL project developed a model of collaborative approaches to e‐learning leadership and management across four UK HE/FE institutions. This paper proposes two new theoretical collaborative team leadership and operational models for e‐learning projects, including indices of trust, reflexivity and shared procedural knowledge, recommending that these models are further developed in future communities of e‐learning practice in institutions promoting lifelong learning.     

A collaborative governance approach to improving tertiary education in Papua New Guinea

Tertiary education in Papua New Guinea (PNG) is in a critical state, as the sector struggles to address increased demand for student places with severely curtailed capacity. Recent thinking about improving public services in PNG has emphasized “whole of sector” or collaborative governance. Such an approach in tertiary education has the potential to improve the sector’s outcomes within its existing resource constraints. This exploratory paper examines the challenges involved in applying a deliberate collaborative governance approach to tertiary education in PNG. In particular, two theoretical models of collaborative governance are employed to gain insight into possible issues through the consideration of four main criteria: power, incentives, history, and leadership. The paper shows that the challenges to introducing collaborative governance to PNG tertiary education are substantive, and that any effective effort will require committed leadership and a carefully measured strategy that acknowledges the country’s particular circumstances.     

国家治理视野下的高等教育治理变迁——高等教育治理的变与不变

中国高等教育治理变迁70年,大致经历了中国高等教育制度的探索与建立(1949~1977年)、中国高等教育办学体制和管理体制改革(1978~2011年)以及以治理体系和治理能力现代化改革为旨归(2012至今)三个阶段。从70年的治理变迁中不难发现,我国高等教育改革发展呈现出鲜明的中国特征,主要体现为:始终坚持和完善党的领导、政府政策始终发挥主导作用、高等学校内部治理的基本制度框架始终是党委领导下的校长负责制等。这些相关治理制度在高等教育实践中不断形成、确立、完善和定型,并逐渐成为中国高等教育治理的根本制度。同时,在这70年中,中国高等教育治理在高等学校的法律地位、学术权力在高等教育治理中的作用以及全球化背景下中国高等教育治理方式等三个方面都发生了转变。未来,在国家治理视域下,中国高等教育治理应着重考虑如何将制度优势转化为治理效能。     

From Oxbridge to the Market‐place ‐‐ Management and Leadership in Higher Education

Institutions of higher education world‐wide are in a state of flux; whether in developed countries where there is unease on the part of the community and politicians as to the value of such education for the resources expended, or in newly emergent nations where the institutions are often valued for the contribution they can make to nation‐building, but where the elitism they foster can lead to the imposition of a new social stratum on formerly agrarian societies.

Against this background this paper calls for an alert, active response to the task of leadership and management in our institutions. It is postulated that to meet the situation most institutions of higher education (IHEs) may have to move from the traditional “Oxbridge” community of scholars stance, to a more market‐oriented approach in patterns of governance and in their relationship with the societies they serve.     

Colleges and the Governance of Higher Education

The governance of higher education in colleges and college sectors that offer other types of education and training is distinctive in four main respects. First, governance structures are frequently separate and different for higher education and for other segments of tertiary education. Second, the size and scope of the higher‐level education taught by individual institutions will bear on the extent to which the management and governance arrangements in colleges are joint or divided. Third, the growth of small and distributed forms of higher‐level education has created specific problems and dilemmas for national and sub‐national governance. Fourth, the multiple missions of many colleges continue to pose questions about their educational and organisational coherence and governability. It is only in recent years that a base of evidence has been available to comprehend these developments, although definitional difficulties and data deficiencies remain.     

Risks and Risk‐Based Regulation in Higher Education Institutions

Risk‐based regulation is a relatively new mode of governance. Not only does it offer a way of controlling institutions from the outside but it also provides the possibility of making an organisation’s achievements visible/visualisable. This paper comments on a list of possible risks that higher education institutions have to face. In a second step, it is discussed that a higher education institution changes when a framework of risk‐based regulation is adopted. The paper then illustrates how governance changes when the risk‐based regulation approach is transferred from a UK context to an overall European one with differing traditions of higher education.     

Recent changes in the governance of higher education institutions in Norway

Great changes have recently taken place in the governance of universities and other higher education institutions in Norway. From 1996, all institutions are regulated by a common act, more emphasis is put on stronger academic and administrative leadership of institutions, and a clearer division of responsibility between academic and administrative leaders has been introduced.     

An assessment of peer review evaluation of academic programmes in Mexico

Abstract

This paper considers some of the new realities that are likely to affect higher education, particularly those arising from developments in communication and information technologies. Four scenarios are presented as illustrations of how higher education might change; some of the elements that make up these scenarios are already emerging. The paper then explores the role that leadership and governance play in helping institutions to address the new realities, particularly as change impacts on institutional culture and functioning.     

如何构建教育数据治理体系:美国肯塔基州的成功经验

大数据时代的来临,使得教育数据资源成为教育领域系统变革的重要支撑,而构建完善的教育数据治理体系则是发挥教育数据价值的基础。作为美国教育数据治理典范,肯塔基州的成功经验对我国健全教育数据治理体系具有参考价值。教育数据治理体系由治理主体、治理客体以及运行机制构成。在治理主体方面,肯塔基州对教育数据治理人员分层分配相应权责,形成了决策层统领全局、管理层统筹资源、执行层落实流程、协同层聚集合力的"四级联动"机制。在治理客体方面,肯塔基州通过制定数据标准、确立收集原则、设定质量基准、加强隐私安全、完善共享机制、强化人员培训等措施,实现了对教育数据资源的高效、安全利用。在运行机制方面,形成了政策引领、多方协同、技术支持、资金保障、反馈强化的"五位一体"教育数据治理机制。借鉴肯塔基州经验,我国应通过出台有关教育数据治理的政策、指南和法规以强化顶层设计,成立教育数据治理专门机构并明晰人员权责以推动治理进程,加强对教育数据治理各环节的规范管理以确保数据质量和安全,强化人员培训并营造"数据至上"的文化氛围以提升教育数据利用效果。     

The educational-cultural edge: A participative learning environment for co-emergence of personal and institutional growth

The paper addresses the failure of the Professional Development Schools movement in bridging the cultural gap, existing between schools and academic institutions. A model, based on the ‘ecological edge’, is suggested. It is believed that this metaphor has a higher potential for constructing collaborative communities because of the unique nature of ecological edges as environments of growth and change. The paper describes an edge community that was constructed between a school and a teacher education program, the new grounded understandings and knowledge that emerged within this community and the diffusion of these to the core institutions. The concept of boundary objects is suggested as the medium through which new understandings are promoted.     

中国共产党领导高等学校的基本特征与走向

本文主要研究了中国共产党领导高等学校的基本特征与走向。其基本特征包括思想上的高度统一、结构上的深度嵌入、人事上的绝对领导、成员上的经常吐纳和体制上的有效保障。生成这些特征的基本历史脉络表现为大学文化的孕育与对大学文化的塑造,革命党的品性与执政党的探索,历史文化的惯性与与时俱进的气魄。未来发展需要处理好领导与治理、核心与包容、坚持与改善这三对关系。     

Management and leadership in UK universities: exploring the possibilities of change

This paper considers the case for reform of management structures in UK universities and offers proposals for change. The model of top-down, performance-led management that characterises many institutions is both outmoded and ill-suited to the challenges of an increasingly turbulent higher education sector. Drawing on the experiences of a university that introduced a new scheme of performance management, I explore alternative approaches to leadership and management, collaborative or partnership working designed to improve employee voice and the need to re-evaluate approaches to Human Resource Management. I conclude with a five-point model for change.     

Collaboration Between Two Universities In Course Development

In 1981 it looked as though there could be collaboration between Deakin University and the University of Queensland in the co‐development of courses leading to a Master of Education degree to be offered externally and by course work. It was hoped that there would be joint development of three courses—about half of the minimal degree program. In the event, only one of the three courses was produced by intensive co‐development. The present study is an investigation of factors involved in the collaboration, and consequently of issues involved in any such enterprise. It is concluded that a collaborative venture is likely to succeed if it is based on a collegiate network, or on a good working relationship between academics who share research and teaching interests. It is also suggested that such collaboration can best be fostered by establishing a climate within and between institutions in which particular collaborative initiatives can be initiated and sustained. Finally, it is suggested that collaborative co‐development and co‐production and parallel provision of courses may offer a way out of the dilemma of collaboration for excellence in teaching versus institutional self‐interest.     

英国高校学位授权审核制度改革:背景、举措与特征

高校学位授权审核制度是英国高等教育治理框架的重要组成部分,为维系高等教育质量提供了坚实的制度保证。近年来,随着英国高等教育治理环境的变化,英国原有高校学位授权审核制度的弊端凸显,无法适应私立高校的发展需求。英国政府部门通过立法对新的高校学位授权审核制度的管理框架、学位授权类型、标准与审核程序等作了明确的规定。英国新的学位授权审核制度呈现出以立法为基础,突出政府主导,依托权威质量机构进行审核;以学生为中心,注重风险防控;凸显多样性和统一性相结合;体现高等教育治理环境中的开放性与公平性等特征。     

高校共同治理及其对完善中国特色现代大学制度的启示 大规模学生评估的影响力与重要性： 现状与趋势

调整、改革和完善高等院校的治理结构是完善中国特色现代大学制度的难点,也是关键。美国高等院校治理的模式对美国高等教育的成功发挥了举足轻重的作用,也在国际上享有很高的声誉。本文旨在介绍高等院校共同治理的理念,描述董事会、校长和教授三方在共同治理中的协作与分工,分析美国大学共同治理实践中的一些问题,并探讨美国共同治理的经验对完善中国特色现代大学制度的启示。     

协同治理:完善社区教育治理的新方法

协同治理是一种新型的公共管理方法,在西方的经济、社会等公共管理领域显示出其优势。协同治理强调在管理公共事务中公共机构与利益相关者之间通过共同参与、达成共识、集体决策和执行以满足公众的需要、促进公平和提高效率;它强调共同愿景和权力协同,强调制度设计和过程改造;其核心是处理好政府和社会之间的关系。文章在厘清社区教育存在问题的基础上,介绍和分析了协同治理的内涵和特点,将协同治理引入社区教育,提出了社区教育协同治理的基本逻辑和实现路径,为推进社区教育改革发展提供参考。     

Effective University Leadership and Management of Learning and Teaching in a Widening Participation Context: Findings from two national Australian studies

Abstract

The paper argues for the need to increase student participation in university governance, especially in relation to high‐level decision‐making concerning the aims and mission of tertiary institutions. The paper examines the arguments in favour of, and against, student participation in university governance. It also provides an overview of the findings of recent empirical studies on the topic. The need for a process of negotiation in the setting of higher education aims is emphasised and several suggestions are offered regarding ways of increasing student involvement in the aims‐setting process.     

Managing mergers — governancing institutional integration

Despite striking similarities, the adoption and implementation of policy shifts regarding higher education governance vary considerably across the globe, suggesting a mixed picture of diversification and isomorphism both within and across national higher education systems. By unpacking one particular structural reform process, this paper focuses on mergers as both a governance tool and a governance result in higher education. The paper analyzes the strategic decisions taken by Norwegian higher education institutions during 2014 in the light of a proposed national reform to merge institutions in order to enhance quality in higher education. The empirical basis of the paper consists of analyses of the commissioned self-evaluations of the higher education institutions, and the strategic choices and dilemmas they expressed. The process can be seen as organizational engineering in the sense that it emerges from the self-evaluation process, but is also subject to governancing on the part of the ministry.     

论新形势下坚持和完善党委领导下的校长负责制

党委领导下的校长负责制，是我国国办高等学校法定的领导体制。这一领导体制，是在总结我国建国以来几十年正反两方面经验教训的基础上，根据我国国情确立的。本文主要从我国高校的办学性质、高校领导体制演进过程中的经验教训等方面，论述了加强党对高校的统一领导，实行党委领导下的校长负责制的必要性和必然性；并对新形势下如何坚持和完善党委领导下的校长负责制试作探讨。     

Mentoring circles in higher education

Traditionally, mentoring in higher education institutions has either occurred informally or as a planned program where junior staff members are matched with experienced staff members in a formal one‐to‐one program. While such programs have reported benefits to participants, many miss out on the opportunity. Further, mentoring dyads do little to enhance a more collaborative atmosphere in higher education settings. Alternative mentoring methods do exist and can provide advantages to the traditional approach. Mentoring circles are an innovative example of these alternative methods. The mentoring activity and subsequent evaluation described in this paper sought to explore the perceived benefits of a group mentoring model for academic staff.