Academic Governance Within University Power and Authority Relationships

Abstract

This chapter analyses case study data relating to three Australian university academic boards in the area of power relations , within a context of organisational change or transformation. Power is a relevant concept for the analysis of academic boards because it is central to understanding their current, former and possible future roles. The disjuncture shown in the previous chapter between academic board terms of reference and what they each actually did demonstrates that in considering the role of an academic board it is not enough to examine their documented responsibilities. Such an analysis must also differentiate between formally allocated decision-making powers and real or substantive authority to act autonomously or to influence key academic and institutional directions. That is, between academic boards as rubber stamps for decisions already made elsewhere and academic boards as sources of academic and institutional leadership—or somewhere in between. This chapter undertakes this analysis. It reports that regardless of their officially designated roles, the three case study academic boards struggled to exercise power in a formal sense, with power relations in each university being dominated by the vice-chancellor and his or her executive group. However, the academic boards were able to successfully exercise indirect influence , in varying degrees. The chapter also identifies that tension between universities’ academic and financial obligations can impact substantially on academic board role and function.