At a time when more students than ever are attending higher education, its provision is becoming more fluid, global and competitive. For example, developments in new technologies mean that higher education institutions (HEIs) can make their courses available all over the world. These developments bring into question the traditional delivery model…

This article undertakes a review of Australian and international literature and higher education policy in response to the changing nature of university academic boards (also known as academic senates or faculty senates). It shows that governance has become an issue for both the state and for universities and that within this context risk…

When Dr. James Ammons took the helm of his alma mater, Florida A&M University (FAMU), he inherited a nationally recognized school facing numerous crises. Ammons, who served as provost of FAMU during its heyday in the 1990s, knew the school was mired in trouble with the state, having accumulated dozens of state auditor questions about its…

A diverse society has created a diverse education system, which in turn requires diverse and complex mechanisms of quality control. The diversity and complexity of the industrial, service, and knowledge-based economy, with its vast variety of occupations and dynamic labor markets, heavily influences the curricular structures and academic profiles…

There have been calls to increase the autonomy of higher education institutions in Europe for a number of years. They have been counterbalanced by demands for increasing accountability and a European quality assurance system. In London in 2007, the European ministers of education decided to implement a European register of accredited quality…

This article examines the total quality management (TQM) concept as it is applied to higher education campus facilities. Each of the fundamental principles of TQM are examined as follows: customer-centered orientation; leadership; improved communication; continuous improvement; accountability; and quality of life. (GLR)

A discussion of the use of performance management for faculty and nonacademic staff in colleges and universities first offers the definition of performance management used in business, examines colleges and universities as institutions of learning, and suggests the notion of quality maintenance as a better approach to personnel management. (MSE)

This article identifies some of the implications of corporate forms of higher education governance for the management of South African universities. It explores corporate higher educational governance with reference to institutional autonomy incorporating academic freedom. It is the contention of this article that the primary driver of higher…

Faculty members, administrators, and board members must work together to find acceptable resolutions of the problems created by under and overproduction if they hope to retain the autonomy of their colleges. Underproduction is illustrated in insufficient attention to community employment needs, inadequate quality control in career programs, poor…

Strategies used by Griffith University (Australia) to control quality, in response to increasing external pressure for accountability, are outlined. The central strategy involves devolving responsibility to faculties and schools, who must develop plans for quality control within their own academic cultures. Barriers to implementation, including…

In response to changing government philosophy concerning higher education, including increased institutional autonomy alongside greater pressure for accountability and internal renewal, Dutch universities have developed a system for external quality assessment under the aegis of the Association of Dutch Universities. Its evolution and results to…

Although the Total Quality Management (TQM) system offers an admirable goal and offers promise of organizational improvement, the process it recommends is not a panacea and may only forestall the conflict inevitably arising from decision making, individual accountability, and organizational change. The approach is being abandoned by some. (MSE)

The Dutch quality improvement model in higher education has successfully maintained the delicate balance between internal improvement and external accountability, but the faculty's clear ownership of the system (as contrasted with government ownership in some nations) has made continuous quality improvement a dominant feature of the current Dutch…

Describes the system of external institutional evaluation in Netherlands universities, distinguishing between the organizations conducting the assessment itself and the follow-up. The primary assessing organization is a private one, funded and governed by the 14 universities, and uses discipline-based assessment teams. The follow-up assessment is…

Describes the college accreditation processes in the United States within the larger context of state, federal, and institutional accountability and reviews some of the continuing debates over ways to improve accreditation. Notes key issues (gathering evidence and using expert judgment) receiving attention by accrediting agencies in recent years.…