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Higher Education Management

Higher Education Management

Copyright: © 2018 |Pages: 57
ISBN13: 9781522522652|ISBN10: 1522522654|EISBN13: 9781522522669
DOI: 10.4018/978-1-5225-2265-2.ch002
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MLA

Thanos Kriemadis, et al. "Higher Education Management." Ideological Function of Deming Theory in Higher Education: Emerging Research and Opportunities, IGI Global, 2018, pp.26-82. https://doi.org/10.4018/978-1-5225-2265-2.ch002

APA

T. Kriemadis, I. Thomopoulou, & A. Sioutou (2018). Higher Education Management. IGI Global. https://doi.org/10.4018/978-1-5225-2265-2.ch002

Chicago

Thanos Kriemadis, Ioanna Thomopoulou, and Anastasia Sioutou. "Higher Education Management." In Ideological Function of Deming Theory in Higher Education: Emerging Research and Opportunities. Hershey, PA: IGI Global, 2018. https://doi.org/10.4018/978-1-5225-2265-2.ch002

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Abstract

Over the last twenty years Higher Education Institutions have been subject to many changes with core elements the managerialism, the marketization, the audit and the corporatization. Tertiary education can be described as a complicated social system and for this reason it must be contemporaneous, innovative, open to changes and challenges, but also effective and efficient. The second chapter focuses on Higher Education Management components, such as: 1) Leadership appears to be the most significant factor of institutional excellence. 2) Strategic Planning helps Higher Education Institutions to be more flexible, farseeing, innovative and adaptive. 3) Marketing Management of universities can entice students, sponsors and research cooperations. 4) The effectiveness of a Higher Education Institutions depends on human resource satisfaction and on management of resources (ICT, financial, infrastructure, etc.). 5) Quality Management aims to constantly improve performance and increase customer satisfaction, and 6) Managerial activities such as measurement analysis and improvement help universities to formulate strategic plans and turn strategy into action.

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