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Leadership and Management of Quality in Higher Education

Book Description

This book provides a range of case studies concerning the leadership and management of quality development in higher education. It captures the experiences of senior administrators and managers to the complexity of problems that quality development involves. The authors draw attention to the human-centred approach to quality, as they argue that in any activity there is a need to take account of human values and attitudes.

  • Experiences from experts in the field
  • Guide to resources that are utilized in the higher education industry
  • Auditors’ perceptions

Table of Contents

  1. Cover image
  2. Title page
  3. Table of Contents
  4. Copyright
  5. Preface
  6. List of figures and tables
  7. About the authors
  8. Part 1: Overview
    1. Chapter 1: Growth of the quality movement in higher education
      1. Abstract:
      2. Introduction
      3. Where did quality come from?
      4. Quality development in higher education
      5. What is quality?
      6. Critique of current higher education quality models
      7. Summary
  9. Part 2: Leadership of Quality in Higher Education
    1. Chapter 2: Initiative-based quality development and the role of distributed leadership
      1. Abstract:
      2. Introduction
      3. Quality in a wider context
      4. Events crucial for the internal quality development at CBS
      5. The aims of CBS’ quality work
      6. The quality system developed at CBS
      7. Distributed leadership
      8. Conclusion
    2. Chapter 3: A leadership model for higher education quality
      1. Abstract:
      2. One scenario at Stable State University
      3. Issues and action points involved in the scenario
      4. Challenges for CEOs, senior administrators and faculty leaders
      5. Benefits from adopting the quality model
    3. Chapter 4: A framework for engaging leadership in higher education quality systems
      1. Abstract:
      2. Introduction
      3. Background
      4. The process
      5. The product
      6. The ELF in practice: unit improvement
      7. Conclusion
      8. Acknowledgements
      9. Appendix A
      10. Appendix B
      11. Appendix C
  10. Part 3: Approaches of Managers to Quality in Higher Education
    1. Chapter 5: Quality management in higher education: a comparative study of the United Kingdom, the Netherlands and Finland
      1. Abstract:
      2. Introduction
      3. Quality management
      4. Quality and its links with autonomy and the freedom to manage
      5. Approach
      6. Findings from the case studies
      7. The case studies: similarities and differences
      8. Conclusions
    2. Chapter 6: Towards a culture of quality in South African higher education
      1. Abstract:
      2. Introduction
      3. A culture of quality
      4. Research
      5. Establishing a culture of quality
      6. Conclusion
  11. Part 4: Auditing Quality in Higher Education
    1. Chapter 7: Auditors’ perspectives on quality in higher education
      1. Abstract:
      2. Introduction to External Quality Assurance
      3. Standards
      4. Approaches to External Quality Assurance – costs, benefits and recurring lessons
      5. Concluding comments
  12. Part 5: Academic Development and Quality in Higher Education
    1. Chapter 8: Academic development as change leadership in higher education
      1. Abstract:
      2. Introduction
      3. Academic development – an emerging profession
      4. ‘Quality’ in the UK – an academic developer’s perspective
      5. The nature of change in higher education
      6. The Assessment for Learning Initiative (TALI): a case study in institutional change
      7. And finally …
    2. Chapter 9: Quality in the transitional process of establishing political science as a new discipline in Czech higher education (post 1989)
      1. Abstract:
      2. Introduction
      3. Context
      4. Scholarly output of Czech Political Science and the phenomenon of quality
      5. Teaching and learning outcomes in Czech Political Science and the phenomenon of quality
      6. Conclusion
      7. Acknowledgements
    3. Chapter 10: Academic development and quality in Oman: mapping the terrain
      1. Abstract:
      2. Introduction
      3. From an oil economy to a knowledge economy
      4. Higher education in Oman: seeking solutions
      5. Oman’s mechanism for quality: exploring the terrain
      6. Sultan Qaboos University quality control mechanisms: mapping the terrain
      7. The quality of inputs
      8. The quality of processes
      9. Promoting a culture of academic quality
      10. The quality of outputs
      11. Conclusion
  13. Part 6: Resources and Trends in Higher Education Quality
    1. Chapter 11: New directions in quality management
      1. Abstract:
      2. Introduction
      3. An evidence-based approach
      4. A shift towards students
      5. Calculating what counts
      6. Measuring graduate skills
      7. Assessing student engagement
      8. Feedback from employers
      9. Measuring academic achievement
      10. Setting new parameters
    2. Chapter 12: Dubai’s Free Zone model for leadership in the external quality assurance of higher education
      1. Abstract:
      2. Higher education is culturally relative
      3. The United Arab Emirates
      4. The Dubai Free Zone model of higher education provision
      5. The Dubai Free Zone model of higher education quality assurance
      6. Conclusions
    3. Chapter 13: Trends in quality development
      1. Abstract:
      2. Introduction
      3. The importance of quality
      4. The location of quality
      5. An institutional level of quality
      6. An institutional approach to key performance indicators
      7. Systematic data moves quality from review to monitoring
      8. Using systematic data for reward and remediation
      9. The key is accountability
      10. Lack of professionalisation remains an inhibitor
      11. The future of external quality assurance
  14. Index