New Public Management and the Changing Governance of Universities

Abstract

This chapter analyses the significant changes that have been taking place over recent decades both in the national governance and the institutional management of universities in Australia. It outlines the major political dimensions of these changes as well as the ideas and conceptions associated with them. It begins first by discussing the rise of the conception of the modern university as an industry , characterised by corporate forms, market ideas and ideals, and utilitarian conceptions of purposes. This chapter then discusses the major changes in the national governance of universities, beginning with the Dawkins higher education policy reforms of the late 1980s. Since these reforms, national governance of universities in Australia has been characterised by highly competitive research funding arrangements, comprehensive reporting and accountability requirements for the core activities of teaching and research, and a continuing reduction in public funding. Within universities these changes have led to more managerial forms of governance and organisation, the use of performance indicators that align with those used at the national level, and decreased professional autonomy of academics.