Managing crisis (Open University Press, 2003)
Includes bibliographical references and index
Cover -- Halftitle -- Current titles -- Title -- Copyright -- TOC36;Contents -- Foreword -- Notes on contributors -- List of abbreviations -- CH36;Chapter 1 SETTING THE SCENE -- CH36;Chapter 2 CRISIS AT CARDIFF -- CH4Chapter 3 CAPITAL BUILDING AND CASH FLOW AT THE UNIVERSITY OF LANCASTER -- CH36;Chapter 4 HOW ONE MAN WOVE A KIND OF MAGIC IN EALING -- CH36;Chapter 5 SOUTHAMPTON INSTITUTE -- CH36;Chapter 6 THE EXPERIENCE OF LONDON GUILDHALL UNIVERSITY -- CH36;Chapter 7 HEARTBREAK ENDING FOR A FOREIGN AFFAIR -- CH36;Chapter 8 THE LAMBETH HIKE -- CH36;Chapter 9 CRISIS MAKING AND CRISIS MANAGING -- CH36;Chapter 10 A FUNDING COUNCIL PERSPECTIVE -- CH36;Chapter 11 LEARNING THE LESSONS -- References -- IDX36;Index -- Back cover -- Last Page
Why do crises arise in further and higher education institutions? How can these crises be overcome? What lessons can be learnt? There have been several high profile crises in higher education during the last two decades. "Managing Crisis" draws together a number of senior academic managers to prepare, probably for the first time ever, a series of detailed institutional case-studies. These case-studies identify the nature of the crisis, describe the action taken to resolve it, and consider the lasting consequences. An important chapter gives the informed perspectives of the funding council on higher education crises, and in the final chapter the inimitable Peter Scott draws a series of significant conclusions. "Managing Crisis" is the first book to examine crises in higher education in detail and to identify key points on how to overcome or avoid them. It is required reading for managers working within UK Higher Education Policy