Does size matter?
Does size matter?
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DOI：
10.1080/07294360.2013.857381
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发表时间：
2014-01
影响因子：
3.2
通讯作者：
David Watson
中科院分区：
文献类型：
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作者：
David Watson
最近，在懒惰的猎头和紧张的州长的影响下，英国的任命已经转向寻找以前做过这项工作的人（经常掩盖他们有多么真正成功）（沃森，2009年，第100页）。78-83）。在世界范围内，也出现了开拓女性被相当传统的男性所取代的现象（你几乎可以感到宽慰）（莫利，2013）。在领导一所大型高等教育机构之后，是否唯一明智的职业发展是领导一所更大的机构，现在也许是重新考虑的时候了。这篇文章可以说是关于交易的。它起源于我作为一个大型机构（布莱顿大学，我在1990年至2005年期间担任副校长）和一个小型机构（牛津大学绿色邓普顿学院[GTC]，我从2010年10月起被选为校长五年）的“首席执行官”的个人经历。在此期间（2005-2010），我是教育研究所高等教育管理教授，高等教育管理MBA课程主任。在此期间，我没有“做”任何重要的中央机构管理;我只是研究和“教”它。布莱顿大学，当我离开时，有大约22，000名学生在高等教育的所有主要领域学习（包括医学），大约2500名员工，以及布莱顿和东萨塞克斯的四个主校区。这是一个典型的“专业形成”的大学，已经建立了一个联盟的职业学院和学校超过世纪和半。其年营业额已达到近2亿英镑。GTC有大约500名学生;所有都是毕业生（包括200多名博士课程），主要侧重于医学，社会科学和管理。它有大约50个管理机构研究员，150个其他类型的研究员，100个其他公共休息室的高级成员，50个支持人员和500万英镑的年营业额。它是一所独立学院，成立于2008年，由两所现有学院合并而成，
More recently, under the influence of lazy Head Hunters and nervous Governors, appointments in the UK have veered towards finding somebody who has done the job before (often glossing over how genuinely successful they have been) (Watson, 2009, pp. 78–83). Worldwide, there has also been the phenomenon of pioneering women being replaced (you can almost feel the sense of relief) by rather traditional men (Morley, 2013). It may be timely to reconsider whether the only sensible career step after heading a big institution of higher education is to head an even bigger one. This piece could be said to be about trading down. It originates in my personal experience as a ‘chief executive’ of a large institution (the University of Brighton, of which I was Vice-Chancellor between 1990 and 2005) and a small institution (Green Templeton College [GTC], Oxford, where I was elected Principal for five years from October 2010). In between (2005–2010), I was Professor of Higher Education Management at the Institute of Education, and course Director of the MBA in Higher Education Management. In this intervening period, I ‘did’ no significant central institutional management; I just researched and ‘taught’ it. The University of Brighton, when I left, had approximately 22,000 students studying across all the major fields of higher education (including medicine), approximately 2500 staff, and four main campuses across Brighton and East Sussex. It is a classic ‘professional formation’ university, having been built up as an alliance of vocational colleges and schools over a century and a half. Its annual turnover has reached nearly £200m. GTC has approximately 500 students; all are graduates (including over 200 on doctoral programmes), focused mainly on medicine, the social sciences and management. It has approximately 50 governing body fellows, 150 fellows of other kinds, 100 other senior members of the Common Room, 50 support staff and an annual turnover of £5m. It is an independent college, founded in 2008 by a merger of two existing colleges,