This book examines the role of the university governing council and the changing nature of university governance using a case study from a South African university.
The book considers the key challenging features of South African higher education in relation to current competing international trends in higher education governance It shows how major decision makers within the university operate within competing governance knowledge domains to exercise good practice within turbulent institutional contexts. These diverse institutional cultures are examined in terms of their contribution to various governance practices, presenting an emerging model of university governance known as the structural systemic-cultural mode.
Throwing light onto the nature of challenges associated with the governance of universities in the post-apartheid era, this book will be of interest to academics, researchers and post-graduate students in the fields of higher education, comparative education and education governance. It will also appeal to university councils and management across Africa.
1. Setting the scene 2. The unfolding of the higher educational institutional context 3. Debates about effective university governance 4. The rise of a dominant bureaucracy through the structures of the university council 5. The university council and its institutionalized university governance systems 6. Developing a responsive institutional culture with the university council 7. Emerging forms of effective university governance 8. Conclusion