Abstract
This paper explores the recent innovation in Pakistan of the grant of financial and administrative autonomy to selected colleges in Punjab. The origins and rationale behind the privatization scheme are analysed, together with its actual organizational structure. A pilot study of two autonomous colleges, based on participants’ reactions, is described. Seven themes emerge: alternative types of autonomy desired; financial and administrative problems; political interference; social divisiveness; teacher insecurity; standards and discipline; and competition between institutions. It is concluded that the ‘autonomy’ is not working as intended, and that negative perceptions from staff outweigh any optimistic interpretations from user groups. Theoretical perspectives which examine the use of the ‘market’ to deepen the social control function of education are implicated.
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