加拿大高等教育质量保障体系及其改革走向

高等教育质量是高等教育的生命线。加拿大通过立法、绩效考核、会员资格、大学排名、专业认证与评估,以及学位质量保障等多种途径和方法对高等教育质量实施评估和监控。面对欧洲"博洛尼亚进程"的机遇和挑战,加拿大的高等教育质量保障体系正在不断完善,并努力构建"泛加拿大"的基本框架,以提升其国际竞争力。     

欧洲高等教育质量文化检查探析

欧洲在高等教育质量保障方面处于世界领先地位。由欧洲大学联合会于2009-2012年实施的"质量文化检查"是欧洲高等教育质量管理的新项目。此次检查通过对欧洲高校质量保障现状以及高校质量文化的调研,得出一系列重要结论,并以"质量文化"作为一种反思性分析工具,对欧洲高校质量保障的"战略与政策""工具与实践""原则与假设"等方面进行了审视,从而为欧洲高校质量文化的进一步建构奠定了较好的基础。     

南非教育质量管理管窥

９０年代以来,与国际教育质量保障运动相一致,南非对高等教育质量越发重视起来,除了高校切实采取措施加强自身教育质量以外,还建立了一个高等教育质量外部保障的网络：政府设立资格认定局,从宏观上调控教育的质量标准,民间则建立有大学“质量促进单位”和“理工学院教育证书委员会”,分别负责大学和理工学院这两类学校的质量评估和保障工作。南非在高等教育质量管理方面所付出的努力为世人所瞩目,１９９７年国际高等教育保障网络会议便安排在南非召开,产生了一定的影响。本文重点对南非的质量管理组织的情况略作介绍。　　一、南非…     

英国、澳大利亚的质量审核——国际高等教育质量保障模式研究(二)

审核(Audit)主要是对高校内部质量保障组织与机制的有效性进行周期性检查的外部质量保障活动。英国和澳大利亚是采用审核模式最具代表性的国家。英国的高等教育传统发端于中世纪,形成了英国特色的"大学自治"和教育管理机制。高等教育质量保障采取审核模式,是政府监管和大学争取自主权博弈的结果。澳大利亚是英联邦国家,其教育体制基本仿效英国,但其以审核为主的质量保障模式具有自身的鲜明特色。     

英国开放大学经费结构与财务机制分析

英国高等教育公共事业费的投入主要有两个渠道。高等教育拨款委员会负责分配教学经费和部分研究经费。建校后的前24年,英国开放大学的经费直接来自于英国政府的教育科学部。1992年,英国开放大学进入主流的高等教育拨款体系,和普通大学一起直接参与公共经费的竞争,主要由英格兰高等教育拨款委员会负责向英国开放大学拨款。多年以来,英国开放大学的公共事业费拨款额一直稳居英国大学的首位。英国开放大学的财务结构健康稳定,财务决策、管理、预算、分配、使用、核算、审计、监控方面的制度健全,收支平衡,年有结余,从而保障了学校发展和教育质量的领先地位。     

挪威高等教育质量保障:变革、现状及经验

一、挪威高等教育质量保障的发展历程 挪威高等教育质量保障从国家层面来说历史很短.直到1998年,挪威尚无专门负责高等教育评价与认证工作的机构.以1998年"网络挪威理事会(NNC)"的成立为界,挪威高等教育质量保障大致可分为以下三个发展阶段:     

挪威高等教育质量保障:变革、现状及经验

一、挪威高等教育质量保障的发展历程挪威高等教育质量保障从国家层面来说历史很短。直到1998年,挪威尚无专门负责高等教育评价与认证工作的机构。以1998年“网络挪威理事会(NNC)”的成立为界,挪威高等教育质量保障大致可分为以下三个发展阶段:第一阶段:20世纪80年代到1998年“网络挪威理事会”的成立,为挪威高等教育质量保障体系的摸索时期直到20世纪70年代,挪威大学与学院还没有形成对自己教育项目系统评价的传统。进入80年代后,特别是1990年挪威高等教育质量委员会报告的发表,高等教育质量保障和质量提高问题才逐渐引起人们的注意。各…     

加拿大高等教育的特色及其启示

加拿大高等教育不仅发达,而且富有特色.其特色不仅表现在独特的教育行政体制,还表现在较高的国际化程度以及各大学的办学特色、教育教学理念与行动,这些特色都是加拿大高等教育质量较高的重要因素,值得我国大学学习和借鉴.     

美英高等教育问责制度比较分析及启示

国家权力、市场力量和学术立场作为高等教育外部问责的三种主要力量,构成了高等教育问责三角。英美两国的高等教育问责具有一定差异,美国主要由州政府相关机构负责进行政府问责,而英国是由政府相关机构对全英所有大学进行政府问责;美国专业问责主要是由高等教育质量认证机构进行,而英国的专业问责主要通过高等教育质量保障署(QAA)和专业协会进行;在市场问题方面,美国大学生满意度调查的组织者和实施者多是私立非营利组织,而英国全国范围的大学生满意度调查则由政府机构负责组织。     

英国高等教育外部质量保障组织体系及启示

英国高等教育质量保障由高等教育质量保障署、高等教育基金委员会以及众多专业团体和社会组织共同承担,它们各司其职,密切配合。我国高等教育外部质量保障组织体系建设应着力提高组织体系的独立性和自主性,加强体系内不同组织之间的联系,广泛吸纳政府官员、高校校长、工商界人士等高等教育不同利益相关者的代表。     

Engaging election contention: Understanding why presidents engage with contentious issues

In recent years, technology has made it possible, and in some ways critical, for college and university presidents to increase campus‐wide communication. Following the 2016 US presidential election, many college presidents across the country sent campus‐wide communications in response to the election, while others chose not to respond. The resulting reactions from campus and community stakeholders to these communications, or the lack of communication, from presidents was mixed due to the contentious nature of the election. In an effort to better understand a president’s decision to communicate, this study utilised coded interviews with 12 US flagship institution presidents or vice‐presidents for communication, providing insight into why presidents generally respond to contentious events and, more specifically, why presidents chose to respond to the 2016 election of Donald Trump. Four motivations that generally influenced presidential communications were identified (i.e., responsibility to campus stakeholders, pressure to respond, emphasise university values and the role of a public university), and subsequent sub‐themes were identified while analysing why presidents responded to the 2016 election specifically. This study concludes by offering implications for presidential communication and directions for future research on presidential engagement with contentious events.     

加拿大高校人事管理制度探析

加拿大大学的管理是自治的.全国设有大学联合会,负责协调大学办学事宜.所有高校都设有董事会,是大学的最高权力机构.董事会任命校长,校长聘任副校长、院系领导,副校长任免下属部门负责人.整体来说,所有人员都实行招聘制.人事管理特点主要有:公开公平招聘;激励机制多,约束机制少;量才使用.加拿大高校人事管理制度对我们的启示主要有:公开招聘,引进高水平人才;设立终身教授和全职岗位、非全职岗位;不拘一格用人,用人多样化;善用激励机制,员工自律自强.这些较为成功的经验对我们的高校人事管理具有一定的借鉴和推广意义.     

The resource allocation decision in U.S. colleges and universities: Practice,problems and recommendations

Two hundred vice presidents of finance of colleges and universities in the United States were questioned about the evaluation processes currently used by their institutions in making resource allocation decisions. It appears that institutions of higher education act in a manner consistent with the objective of prestige maximization subject to some overall budget constraint. There is a strong parallel with hospital budgeting.The paper concludes with suggestions for improving allocation procedures particularly through the adoption of a more comprehensive and longer range approach to academic planning.     

Curriculum Leadership Roles of Chairpersons in Continuously Planning Departments

Forty-four chairpersons of departments judged by academic vice presidents at randomly selected institutions to be engaged in especially effective curriculum planning were interviewed about their roles. The interviews suggest 7 leadership roles used in the curriculum development process. The roles varied by institutional type, department size, and personal choice. This article reviews the conceptual framework that guided the study, describes the interview population and sample, illustrates the leadership roles with quotations, relates the roles to curriculum planning and organizational contexts, and develops implications for researchers.     

AFRICAN AMERICAN ADMINISTRATORS' EXPERIENCES IN PREDOMINANTLY WHITE COLLEGES AND UNIVERSITIES

The purpose of this study was to better understand the experiences of African American administrators in predominantly white colleges and universities. In depth interviews were conducted with eight executive level administrators: six presidents and two associate vice chancellors. The interview process used a phenomenological approach focusing on the participants' interpretations and evaluations of their respective administrative careers. The participants were asked questions relative to their experiences which led them to predominantly white colleges and universities, their current administrative positions and responsibilities, and provided advice to African Americans seeking similar administrative positions.     

INTRODUCTION TO SPECIAL ISSUE

The annual Community College Futures Assembly is an edutaining experience. This special issue highlights the lessons learned from the institutions that were competitively selected to present at the 2001 Assembly. The theme of the 2001 Assembly was the merger of education, entertainment, and information as driven by digital technologies. Educating attendees was the major purpose of the keynote address and the presentations of the Bellwether Award finalists. Entertainment was available throughout the Assembly through stimulating presentations, enthusiastic camaraderie, and great meals. Information was conveyed to all attendees to spread throughout their home institutions and communities. This introduction focuses on the experience of attending the 2001 Community College Futures Assembly. Over 250 community college trustees, presidents, vice presidents, deans, faculty members, and other decision makers representing 31 states and Canada attended the Assembly, which was held in Orlando, Florida. The Assembly is sponsored annually by the Institute of Higher Education (IHE) of the University of Florida (UF) and cosponsored by numerous organizations identified in this article. The Assembly has provided quality learning experiences since 1995, and it is proud to be an independent national policy forum recognized by the Association of Community College Trustees for its Trustee Education Recognition Program.     

THE WESTERN NORTH CAROLINA TECHNOLOGY CONSORTIUM: A COLLABORATIVE APPROACH TO BRIDGING THE DIGITAL DIVIDE

Community college presidents face an uphill struggle in preparing their institutions for the rapidly changing technological learning environment. Visionary presidents in rural community colleges are presented with yet another challenge: that of finding themselves on the wrong side of the digital divide. This article describes how presidents of 12 rural community colleges in the mountains of western North Carolina formed a technology consortium to collaboratively address critical technology issues. Integral steps in the joint venture were a combined assessment and planning process authorized by the presidents, formation of the Western North Carolina Technology Consortium, and an e-commerce project designed to meet the needs of small busi-nesses and entrepreneurs in the region. Lessons learned and implications for practice are presented for community college presidents seeking ways to collaborate.     

如何培养信息时代的初级指挥军官——中外军队院校长研讨会观点综述

2011年在解放军理工大学召开的"中外院校长研讨交流活动"邀请了8所外军院校和4所解放军院校的院校长就如何培养信息时代的陆军军官进行了学术研讨。本文主要就信息时代指挥军官培养面临的挑战、军官任命前学历教育的人才培养目标与人才培养体系等重要论题,归纳梳理中外院校长所阐发的观点。     

Public versus private university presidents pay levels and structure

Existing studies examine the determinants of private university presidents’ compensation, but ignore recent earnings differentials between public and private university presidents. This paper estimates that public university presidents earn approximately 50 percent less than comparable private university presidents. This salary discount is robust to controls for institutional and individual characteristics, and estimation technique.     

New higher education president integration: change and resistance viewed through social power bases and a change model lens

This study investigates how new presidents of higher education institutions struggle to understand their organisations, paying special attention to campus resistance, and how new presidents manage institutional dynamics and expectations. A qualitative study using a phenomenological approach is conducted with 11 single-campus presidents of four-year institutions, all of whom had been in post for less than four years. Lewin’s change model, along with French and Raven’s bases of power model, provides the conceptual framework for the study. Participant responses are categorised into four themes: disequilibrium, change/transition, resistance and change readiness. The results show that institutional discord was common and all presidents struggled to navigate the change process. All presidents found their position to be more challenging than expected. Presidents who utilised good data presentation and communication alongside transparent leadership often earned referential or expert power; these presidents were better prepared to influence change efforts and reduce resistance to change initiatives.