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  1. H130 高等教育研究センター
  2. H130b 紀要
  3. 名古屋高等教育研究
  4. 16

アメリカの研究大学における大学運営集団の二重性

https://doi.org/10.18999/njhe.16.69
3f399957-4160-4479-8742-b725b7cf0983
名前 / ファイル ライセンス アクション
05.pdf 05.pdf (1.4 MB)
Item type 紀要論文 / Departmental Bulletin Paper(1)
公開日 2016-04-01
タイトル
タイトル アメリカの研究大学における大学運営集団の二重性
その他のタイトル
その他のタイトル The Duality of “the Strengthened Steering Core” in the American University
著者 吉永, 契一郎

× 吉永, 契一郎

WEKO 98014

吉永, 契一郎

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YOSHINAGA, Keiichiro

× YOSHINAGA, Keiichiro

WEKO 98015

YOSHINAGA, Keiichiro

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抄録
内容記述 本稿においては、まず、先行研究によって、アメリカの研究大学においては、すでに大学運営集団が確立されていることを確認した。大学運営集団の特徴は、権限に恵まれ、専門性が高く、役職者としての経歴が長いこと、そして、大学間の流動性が高いことである。また、アメリカでは、大学運営集団と教育研究集団の権限が明確に区別され(分離管理)、教員の大学運営への参画は、評議会によって確保されている(共同統治)。その上で、全米で上位100 位以内にランクされる東部6 大学において、13 名の役職者に対してインタビュー調査を行い、統計調査では表わされていない点を明らかにした。それは、大学運営集団は権限やトップ・ダウンを可能にする制度に恵まれながらも、それらに依存せず、教員間の合意形成を図っていることである。これは、教育研究と経営という二元的な権威が衝突する大学においては、制度面での整備は必要であるが、実際の運営において、教育研究集団の特性や自由を尊重しつつ、戦略を遂行するためのスキルや力量が求められていることを示している。In this paper, the author first reviews an existing study of academic administrators in the United States and confirms that American universities have already established Burton Clark’s concept of “the strengthened steering core” with provosts and deans. According to several national surveys, they are given strong authority and support staff, and are distinguished from faculty members (separate jurisdiction). Thus the autonomy of faculty members is limited to academic issues inside their departments; they only participate in university management nominally through faculty senates (shared governance). To further study the roles of “the strengthened steering core,” the author conducted semi-structured interviews with 13 academic administrators at six Eastern doctoral/research universities in 2011 and 2012. The interviewees included provosts, deans, department chairs, and faculty senate leaders. To follow are the findings of the interviews: (1) Top researchers sometimes choose administrative careers because of their sense of responsibility and affection toward their institutions. (2) In spite of their high level of authority, they respect faculty autonomy and collegiality as much as possible. (3) Their duality as administrators and faculty members mitigates the conflict between management and academic values. (4) Clashes between academic and management authorities occur regarding department chairs.
内容記述タイプ Abstract
出版者
出版者 名古屋大学高等教育研究センター
言語
言語 jpn
資源タイプ
資源 http://purl.org/coar/resource_type/c_6501
タイプ departmental bulletin paper
ID登録
ID登録 10.18999/njhe.16.69
ID登録タイプ JaLC
ISSN(print)
収録物識別子タイプ ISSN
収録物識別子 1348-2459
書誌情報 名古屋高等教育研究

巻 16, p. 69-85, 発行日 2016-03
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