Abstract
In 1995, during the process of democratization, Mongolia established a Law on Education and a Law on Higher Education. These laws positioned the board of directors as the ultimate decision-making body within each university and stipulated that the board’s membership include the representatives of the university’s founder, faculty members, students, parents, and alumni, enabling a wide range of people to participate in university governance. At the same time, it was stipulated that the representatives nominated by the founder would account for 51-60% of the board’s membership, giving them a majority that runs counter to the principle of introducing greater diversity into the board. This article examines the positioning of the board of directors in Mongolian higher education institutions through reviews of documents and the websites of existing higher education institutions. In particular, this article clarifies the position of the board of directors as the mainstay of governance systems in both national and private universities in Mongolia. These findings are expected not only to further understanding of Mongolian higher education but also to furnish new insights into the board of directors as an organ for both internal control and external connection. This study offers implications for future research in the field of comparative education on higher education’s governance reform in line with globalization and marketization.
Highlights
Across the world, universities are in the midst of a dramatic transformation
In 1995, during the process of democratization, Mongolia established a Law on Education and a Law on Higher Education. These laws positioned the board of directors as the ultimate decision-making body within each university and stipulated that the board’s membership include the representatives of the university’s founder, faculty members, students, parents, and alumni, enabling a wide range of people to participate in university governance
This article examines the positioning of the board of directors in Mongolian higher education institutions through reviews of documents and the websites of existing higher education institutions
Summary
Universities are in the midst of a dramatic transformation. In response to globalization and other rapid social changes, and especially the penetration of market competition principles, reforms to university governance are being pursued in many countries. The first involves a major shift from collegial governance to corporate-style governance with a focus on efficiency and effectiveness This means a narrowing of the authority and scope of free discretion afforded to university faculty members, and a strengthening of the authority of the board of directors and university administrators responsible for managing the university. The second is where the various external forces exerted on university reform cause the university’s management policies and plans to be shaped increasingly by industry trends, governmental regulation, and other external influences. This causes a gradual weakening of institutional autonomy, both at the individual university level and across the university system as a whole, leading to the pursuit of heteronomous reforms. The incorporation of diverse external opinions in internal organs of management, and the involvement of external experts are some of the topics relating to university governance discussed in recent years
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