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Barba Mater

Barba Mater. Lessons from history on university structures. Riga, April, 2012 By Harry Fekkers Maastricht University. Contents. University structures; e.g. Baltic Universities Theory : Mintzberg The first universities Universities during enlightenment The Humboldtian university

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Barba Mater

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  1. Barba Mater Lessons from history on university structures Riga, April, 2012 ByHarry Fekkers Maastricht University

  2. Contents • University structures; e.g. Baltic Universities • Theory: Mintzberg • The first universities • Universities during enlightenment • The Humboldtian university • Twentieth Century • Now and the future

  3. BalticUniversities

  4. Riga Uni Of Technology Vilnius Technical University Uni of Latvia Talinn Uni Klaipeda Uni Latvia Uni Of Agricult. Estonian Uni Of Life Sciences Talinn Uni Of Technology Uni of Tartu YankaKupala Grodno

  5. Theory • Framework to interpret facts and developments • Mintzberg (Structuring in fives, M. On Management): 6 elements of structure

  6. Coordination in organisations • Mutual adjustment, which achieves coordination by the simple process of informal communication (as between two operating employees) • Direct supervision, is achieved by having one person issue orders or instructions to several others whose work interrelates (as when a boss tells others what is to be done, one step at a time) • Standardization of work processes, which achieves coordination by specifying the work processes of people carrying out interrelated tasks (those standards usually being developed in the technostructure to be carried out in the operating core, as in the case of the work instructions that come out of time-and-motion studies) • Standardization of outputs, which achieves coordination by specifying the results of different work (again usually developed in the technostructure, as in a financial plan that specifies subunit performance targets or specifications that outline the dimensions of a product to be produced) • Standardization of skills (as well as knowledge), in which different work is coordinated by virtue of the related training the workers have received (as in medical specialists - say a surgeon and an anesthetist in an operating room –responding almost automatically to each other’s standardized procedures) • Standardization of norms, in which it is the norms infusing the work that are controlled, usually for the entire organization, so that everyone functions according to the same set of beliefs (as in a religious order)

  7. The first Universities • Bologna, Paris, Salerno and many more. • In 1400 there were some 100 universities in Europe • Student bodies • Emperor Frederick I Barbarossa in 1155: Authentica Habita • Structure: pioneering, entrepreneurial

  8. First universities

  9. ScientificRevolution • XV – XVII century, Enlightenment • Many discoveries/theories outside the university • University mainly teaching • Research: experiment, new instruments. Technology: Leonardo, microscope, telescope. Development of Mathematics • Breakthroughs: Descartes, Brahe, Galileo, Newton

  10. Universities of Enlightenment

  11. The von Humboldt University • Integration of research and teaching • Academic freedom • Elitist • Not only technology and physics: humaniora and arts • Priviliges, research facilities

  12. Humboldtian

  13. State Universities IX-XX • National needs • Academic – professional bureaucracy • Demographic democracy • Specialisation, pigeon holes • Structure hierarchical but, how do you manage wild cats • Committees

  14. The State Universities

  15. Innovation in XXI • Scientificbreakthoughs: ICT, life sciences • Large scale research • Knowledge as economic driver • Large proportion of populationneedshighereducation • Competition, the “Perfect Storm” • State fundingcannotkeep pace withneeds

  16. The Innovative University

  17. Youngest member of ECIU • ECIU = European Consortium of Innovative Universities • 11 members, Swinburne became member in 2003 Swimburne University of Technology

  18. Structure of Swimburne • Faculties only one branch of activity.Serve as sources. • Main structure geared towards markets

  19. Overview

  20. Context of decision making • Strengthened steering core • Enhanced development periphery • Diversified funding base • Stimulated academic heartland • Entrepreneurial belief/spirit Government Market Academic (Burton Clark, 1988, 2003 )

  21. Return of a Duplex Ordo?

  22. Litterature • Henry Mintzberg (McGill, Canada): • Structure in 5’s: designing effective organisations, 1983, Prentice Hal • Mintzberg on Management, 1989, MacMillan, New York • Hilde de Ridder-Symoens & Walter Rüegg (editors): • A History of the University in Europe, Vol. I (Middle Ages), Vol. II (1500-1800), Vol. III (1800-1945), Vol. IV (1945- present, forthcoming), 1996, Cambrige University Press • Paul F. Grendler: The Universities of the Italian Renaissance, 2004, John Hopkins University Press • Gabriel Compayré: Abelard and the Origin and Early History of Universities, 1893, London, William Heineman • Burton R. Clark: • Creating Entrepreneurial Universities, 1998, Oxford: Pergamon-Elsevier Science • Sustaining Change in Universities: Continuities in Case Studies and Concepts, 2004, Open University Press • Michael Shattock: Managing Successful Universities, 2003, Open University Press

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