How important is the role of the chancellor in the appointment of Australian vice-chancellors and university governance?
- O'Meara, Bernard, Petzall, Stanley
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2007
- Type: Text , Journal article
- Relation: International Journal of Educational Management Vol. 21, no. 3 (2007), p. 213-231
- Full Text:
- Reviewed:
- Description: Purpose - This paper seeks to investigate the role of the university chancellor in the appointment of Australian vice-chancellors. Design/methodology/approach - Prior to this research it was evident that little research had been undertaken on the role of the chancellor. While the chancellor chairs Council, the incumbent also presides over quite a complex selection process, including chairing the selection Panel, when the need to appoint a new VC arises. Research into the recruitment and selection practices used to appoint vice-chancellors in Australia, undertaken as part of a PhD, yielded a wide range of useful material. The research also exposed some unexpected surprises, one of which was the role of the chancellor in the appointment process. Findings - The chancellor not only appeared to lead these processes, as would be expected, but was viewed as the key, if not sole, person who determined the successful candidate. It was found that the relationship between the chancellor and vice-chancellor was crucial and this was evident both in determining successful candidates and the decision for incumbents to seek a role elsewhere. However, in almost all cases the chancellor made the final decision when appointing a new VC. In some cases it appeared that selection panels considered their role as being simply to assist the chancellor to make a decision. This contrasted with the expectation that the panel as a whole would make a decision and recommend it to Council. Originality/value - Thus understanding the role of the chancellor is important when considering university governance and VC succession. This paper provides the findings of the research highlighting the significance of the chancellor's role in the context of appointing a new VC. © Emerald Group Publishing Limited.
- Description: C1
- Description: 2003005164
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2007
- Type: Text , Journal article
- Relation: International Journal of Educational Management Vol. 21, no. 3 (2007), p. 213-231
- Full Text:
- Reviewed:
- Description: Purpose - This paper seeks to investigate the role of the university chancellor in the appointment of Australian vice-chancellors. Design/methodology/approach - Prior to this research it was evident that little research had been undertaken on the role of the chancellor. While the chancellor chairs Council, the incumbent also presides over quite a complex selection process, including chairing the selection Panel, when the need to appoint a new VC arises. Research into the recruitment and selection practices used to appoint vice-chancellors in Australia, undertaken as part of a PhD, yielded a wide range of useful material. The research also exposed some unexpected surprises, one of which was the role of the chancellor in the appointment process. Findings - The chancellor not only appeared to lead these processes, as would be expected, but was viewed as the key, if not sole, person who determined the successful candidate. It was found that the relationship between the chancellor and vice-chancellor was crucial and this was evident both in determining successful candidates and the decision for incumbents to seek a role elsewhere. However, in almost all cases the chancellor made the final decision when appointing a new VC. In some cases it appeared that selection panels considered their role as being simply to assist the chancellor to make a decision. This contrasted with the expectation that the panel as a whole would make a decision and recommend it to Council. Originality/value - Thus understanding the role of the chancellor is important when considering university governance and VC succession. This paper provides the findings of the research highlighting the significance of the chancellor's role in the context of appointing a new VC. © Emerald Group Publishing Limited.
- Description: C1
- Description: 2003005164
To registrate and/or deregistrate : Getting onto and off the postgraduate supervisor register
- Zeegers, Margaret, Barron, Deirdre
- Authors: Zeegers, Margaret , Barron, Deirdre
- Date: 2004
- Type: Text , Journal article
- Relation: International Journal of Learning Vol. 10, no. (2004), p. 721-726
- Full Text:
- Reviewed:
- Description: This paper focuses on the registration of supervisors as a crucial element in constructs and practices of postgraduate studies in Australian universities. It examines two processes in a number of Australian universities postgraduate divisions' practices in compilation of postgraduate supervisor registers-how people get onto the register, and how people get off it. It takes issue with the reliance on custom and tradition as a dominant practice of registration and/or deregistration for supervision of postgraduate research studies. It suggests a model of supervisor registration and deregistration as intentional and systematic intervention, based on literature deriving from research in postgraduate supervision which acknowledges the problematic natures of relationships between teaching, learning and knowledge production. In doing so, it examines issues of discursive practice and the problematic nature of power differentials in supervisor/supervisee relationships and the possibilities presented by both registration and deregistration for such relationships.
- Description: C1
- Description: 2003000803
- Authors: Zeegers, Margaret , Barron, Deirdre
- Date: 2004
- Type: Text , Journal article
- Relation: International Journal of Learning Vol. 10, no. (2004), p. 721-726
- Full Text:
- Reviewed:
- Description: This paper focuses on the registration of supervisors as a crucial element in constructs and practices of postgraduate studies in Australian universities. It examines two processes in a number of Australian universities postgraduate divisions' practices in compilation of postgraduate supervisor registers-how people get onto the register, and how people get off it. It takes issue with the reliance on custom and tradition as a dominant practice of registration and/or deregistration for supervision of postgraduate research studies. It suggests a model of supervisor registration and deregistration as intentional and systematic intervention, based on literature deriving from research in postgraduate supervision which acknowledges the problematic natures of relationships between teaching, learning and knowledge production. In doing so, it examines issues of discursive practice and the problematic nature of power differentials in supervisor/supervisee relationships and the possibilities presented by both registration and deregistration for such relationships.
- Description: C1
- Description: 2003000803
The social characteristics and demographics of Australian Vice-Chancellors, 1960-2000
- O'Meara, Bernard, Petzall, Stanley
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2007
- Type: Text , Journal article
- Relation: Journal of Educational Administration Vol. 45, no. 5 (2007), p. 621-634
- Full Text:
- Reviewed:
- Description: Purpose - The purpose of this paper is to identify the key demographics and social characteristics of Vice-Chancellors of Australian universities so that an accurate profile of Vice-Chancellors can be established. At present, there is no contemporary profile of incumbents despite the high level of responsibility associated with these roles. Design/methodology/approach - A qualitative approach was used in the research that required the collation and analysis of public domain material regarding vice-chancellors. Multiple sources were used in order to ensure depth, breadth and accuracy of data collected. A questionnaire that was used as part of the PhD research allowed new data to be accessed and existing data verified. Finally, interviews with various incumbents allowed pertinent information to be discussed where applicable. Findings - The research outlines the changes in the roles of Vice-Chancellors that have occurred since 1960. The changes in the role reflect changes in government policy and social trends. Further, the research demonstrates that incumbents are now chief executive officers and require a broader range of business competencies and academic experience compared to their predecessors in order to meet contemporary challenges. These changes are reflected in the demographics and social characteristics of incumbents. Originality/value - This paper addresses this gap in knowledge and provides information about the people who are appointed vice-chancellors. The research gives an insight into all incumbents between 1960 and 2000 and where possible, examples of post-2000 trends have also been given. The creation of this profile will allow further and more in-depth research to be undertaken. © Emerald Group Publishing Limited.
- Description: C1
- Description: 2003005163
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2007
- Type: Text , Journal article
- Relation: Journal of Educational Administration Vol. 45, no. 5 (2007), p. 621-634
- Full Text:
- Reviewed:
- Description: Purpose - The purpose of this paper is to identify the key demographics and social characteristics of Vice-Chancellors of Australian universities so that an accurate profile of Vice-Chancellors can be established. At present, there is no contemporary profile of incumbents despite the high level of responsibility associated with these roles. Design/methodology/approach - A qualitative approach was used in the research that required the collation and analysis of public domain material regarding vice-chancellors. Multiple sources were used in order to ensure depth, breadth and accuracy of data collected. A questionnaire that was used as part of the PhD research allowed new data to be accessed and existing data verified. Finally, interviews with various incumbents allowed pertinent information to be discussed where applicable. Findings - The research outlines the changes in the roles of Vice-Chancellors that have occurred since 1960. The changes in the role reflect changes in government policy and social trends. Further, the research demonstrates that incumbents are now chief executive officers and require a broader range of business competencies and academic experience compared to their predecessors in order to meet contemporary challenges. These changes are reflected in the demographics and social characteristics of incumbents. Originality/value - This paper addresses this gap in knowledge and provides information about the people who are appointed vice-chancellors. The research gives an insight into all incumbents between 1960 and 2000 and where possible, examples of post-2000 trends have also been given. The creation of this profile will allow further and more in-depth research to be undertaken. © Emerald Group Publishing Limited.
- Description: C1
- Description: 2003005163
- «
- ‹
- 1
- ›
- »