ABSTRACT
This chapter considers issues arising for staff who are loosely termed ‘professional’, who are likely to have both management responsibilities and specialist knowledge but who are also increasingly mobile with respect to their career paths, spheres of interest, and portfolios of activity. At the same time as universities have employed increasing numbers of specialist staff with expertise to deal with functions such as business development, marketing, and public relations, roles and identities have also become more fluid. Diversification, therefore, has been accompanied by a convergence not only between functions such as student recruitment and the promotion of the institution to new student markets, but also between professional and academic spheres of activity.
