Chapter 11 The Roles of Higher Education Managers in Germany

First Results of an Online Survey

In: Sustaining the Future of Higher Education
Authors:
René Krempkow
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Ester Höhle
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Abstract

In Germany, higher education (HE) managers belong to a group of personnel that is still in a process of definition and growth. They can be found in positions located between those traditionally defined in administration and research. In his organisational-theoretical approach, Stratmann (2014) has highlighted that administrators, who were hitherto primarily responsible for the enforcement of rules, are now being transformed into strategic actors who can perform management tasks, prepare decisions and have room to manoeuvre. The newly-launched standardised online survey within the research project ‘KaWuM – Career paths and qualification requirements in HE management’, ask how far this apparent process of change has progressed: To what extent are higher education managers strategically active? What roles do they take on and how do they perceive themselves? Can this process be understood in terms of professionalisation? The survey data allow us to conclude that the newly created tasks in HE management do differ from the administrative tasks in a number of characteristics. The new group does perform different roles in the organisation and does have a greater scope of leeway than those who do not consider themselves as HE managers. The respondents themselves do confirm that they contribute to the strategic development of their organisation. Also, the formation and membership of professional networks point to a process of professionalisation of this group.

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Introduction Sustainability of Higher Education in Uncertain Times
Chapter 1 Sustaining the European Higher Education Area
Chapter 2 Striving for Research Excellence by Understanding Institutional Rationalities
Chapter 3 When Excellence Meets Relevance
Chapter 4 Student Driven Innovations
Chapter 5 Experiences of Academic Leadership in Ireland 2008–2014
Chapter 6 Using Innovative Observation to Improve Teaching and Learning
Chapter 7 Using Community Based Participatory Research (CBPR) for Building Youth Consciousness on Democracy in Everyday Life (DIEL) in India
Chapter 8 Linkages between Academic Culture and Management in Polish Higher Education
Chapter 9 Exploring the Impact of Student Mobility and Extracurricular Engagement on Academic Performance and Graduate Outcomes
Chapter 10 Can the New COVID-19 Normal Help to Achieve Sustainable Development Goal 4?
Chapter 11 The Roles of Higher Education Managers in Germany
Chapter 12 The Incomplete PDCA Cycle in the Research, Development and Innovation Activities at a Finnish UAS
Chapter 13 Organisational Change in Student Affairs

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