Diversifying Academic and Professional Identities in Higher Education: Some management challenges

This paper draws on an international study of the management challenges arising from diversifying academic and professional identities in higher education. These challenges include, for instance, the introduction of practice-based disciplines with different traditions such as health and social care, the changing aspirations and expectations of younger generations of staff, a diffusion of management responsibilities and structures, and imperatives for a more holistic approach to the “employment package”, including new forms of recognition and reward. It is suggested that while academic and professional identities have become increasingly dynamic and multi-faceted, change is occurring at different rates in different contexts. A model is offered, therefore, that relates approaches to “people management” to different organisational environments, against the general background of increasing resource constraint arising from the global economic downturn.

     

Some implications of ‘public/private’ space for professional identities in higher education

The interplay of public and private sector dynamics in higher education has impacted not only on the roles and identities of academic staff, but also on those of professional staff, who often have the task of bringing together, and achieving congruence between, activities that are geared towards the public good and also towards more commercially oriented enterprise. In this context, a new cadre of “blended professionals” has emerged, whose roles include initiatives associated with the social responsibilities of institutions to their communities, as well as more market-oriented, income generating projects (Whitchurch 2008, 2009). This paper reports on case material relating to a sub-set of these staff, working specifically in the area of Community and Business Partnership, and on the impact of their work for traditional management structures and relationships. It will be argued that, although unlikely to be acknowledged in formal accounts of the university such as organisation charts or institutional plans, these staff are responsible for providing and maintaining a framework that holds together more publicly oriented strands of activity, such as widening participation, with more privately oriented strands, such as enterprise. In so doing, they make extensive use of multi-professional team- and networking with a range of colleagues, both inside and outside the university, not only helping to re-balance their institutions, but also to protect them against undue organisational fragmentation and bureaucracy. They therefore contribute to an increasingly ‘mixed economy’ of broadly based portfolios of activity. The implications of these ‘public/private’ spaces and activities for professional identities are explored in the context of institutional management.     

Documentation for institutional repositories

The documentation of seven academic institutional repositories (IRs) was compared and contrasted. This was followed by semi‐structured interviews with six practitioners experienced in the set‐up, management and maintenance of IRs, including representatives of three JISC FAIR projects. The aim was to identify the requirements of policy documentation provided by IRs. Although many issues were found to be handled differently, several common factors emerged. These included the importance of developing documentation in collaboration with academics, departments and senior management. Policies should be formulated only when the aims of the IR have been clearly defined and the documentation itself should be concise and understandable, with the rights and responsibilities of stakeholders clearly presented.     

Trade of Trepang: A Story of Cultural Exchange

<正>The art exhibition "Trepang: China & the Story of Macassan—Aboriginal Trade" was recently concluded at the Capital Museum of China in Beijing, as an event ce...     

Who's Afraid of the Bad Little Fowl?

The question this article addresses is: Is “Artemis” art? That is, how successful is Eoin Colfer's attempt to combine disparate forms, such as fairy stories, science fiction stories and thrillers in the three “Artemis Fowl” novels? Basic elements of story, such as narrative stance, characterisation and plot, as well as some particularly contemporary issues relating to political correctness, are examined in the search for an answer to that question.