HE senior mgrs_Apr18 - Bournemouth University

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AcknowledgementsBournemouth University and the DEA would like to thank the following publication contributors:Professor Paul Luker, High Education Academy; Professor Robin Middlehurst, KingstonUniversity and Leadership Foundation; Professor Nick Petford and Chris Shiel, BournemouthUniversity; Professor Simon Lee and Dr Elspeth Jones, Leeds Metropolitan University; ProfessorJane Hanstock and Dr Viv Caruana, University of Salford; Professor Jane Broadbent and DrDavid Woodman, Roehampton University; Dr Geoffrey Copland CBE, formerly VC of theUniversity of Westminster; Professor Patricia Broadfoot and Professor Carolyn Roberts, Universityof Gloucestershire; Professor Shirley Pearce, Dr Ed Brown and Jon Walker, LoughboroughUniversity; Professor John Mallea, Past President and Vice-Chancellor of Brandon University,Canada; Professor Jocelyne Gacel-Avila and Professor Ricardo Avila Palafox, University ofGuadalajara, Mexico.Thanks should also be accorded to the Publication Advisory Group members who havecontributed toward the thinking behind the publication: Doug Bourn, Viv Caruana; Paul Luker,Hetan Shah, Joanna Simpson, Helen Young. Finally thanks should go to Phyllis Thompson,formerly Deputy Director of the DEA who played an important role in developing early supportfor the project and contributing to the submission of the HEFCE bid.This publication was made possible by a grant from the HEFCE LeadershipGovernance and Management Fund, awarded to Bournemouth University to enablea partnership project with the DEA.The Global UniversityThe role of senior managers
The Global UniversityThe role of senior managersChris Shiel, Aileen McKenzie (Ed)© BU/DEA April 2008Published by DEA Can Mezzanine 32 – 36 Loman Street London SE1 0EHISBN-978-1-900109-31-4Designed by MDM Creative. Printed on recycled paper by Vitesse Print London.
Page 1: The Global UniversityThe role of se
Page 5 and 6: ContentsPREFACEBill Rammell MP and
Page 7 and 8: Of the four cross-cutting themes of
Page 9 and 10: eing explored by others (Jones & Br
Page 11 and 12: internationalisation conflicts with
Page 13 and 14: The internationalisation of higher
Page 15 and 16: second critical issue, which is our
Page 17 and 18: Leadership and internationalisation
Page 19 and 20: different parts of the institution
Page 21 and 22: developing a vision and direction,
Page 23 and 24: can easily become lost in the day-t
Page 25 and 26: enterprise/consulting) with the non
Page 27 and 28: What we have learned in the process
Page 29 and 30: e realised if the vision is support
Page 31 and 32: opportunities where the support nee
Page 33 and 34: Internationalising the curriculum a
Page 35 and 36: a multitude of disciplines. Of cour
Page 37 and 38: of the ‘diffusionist model’ exi
Page 39 and 40: leading and inspiring. Change of an
Page 41 and 42: Sustainable development: strategic
Page 43 and 44: leadership, rather than responsiven
Page 45 and 46: Sustainable development: drivers fo
Page 47 and 48: The University Mission is to create
Page 49 and 50: The role of universities in sustain
Page 51 and 52: ight that universities will ask cha
Page 53 and 54:
The university’s role in developi
Page 55 and 56:
Goals and Strategies:• Through th
Page 57 and 58:
work in addressing issues of global
Page 59 and 60:
How can Latin American universities
Page 61 and 62:
increased demand for tertiary educa
Page 63 and 64:
ecause other world regions are movi
Page 65 and 66:
Fielden, J. (2006) ‘International
Page 67 and 68:
Shiel C. (2007) ‘Developing and e
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HE senior mgrs_Apr18 - Bournemouth University

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