New frontiers of knowledge production and the changing role of universities
Information communication technologies have made enormous differences to knowledge creation and sharing across the world. It is a revolution that has led author Thomas Friedman to conclude the world is flat, allowing the seamless integration of supply chains across borders and continents.
This session looked at current thinking that suggests that when it comes to knowledge production the world is not flat. Increasingly, there are hubs of innovation and knowledge creation developing in a relatively limited number of locations around the world. It also looked at this clustering effect and at some of the possible explanations.
Answers to the pressing questions will be sought: What are the implications for universities – both public and private? How should this inform future positioning as producers of knowledge in a globalised world? And what is the role of the university in this innovation ecosystem?
Featuring: Dr Astrid Wissenburg, Director of Communications and Information, Economic and Social Research Council, UK: Michael Kitson, Judge Business School, University of Cambridge, UK: Tim Gore, Director, The Centre for Indian Business, The University of Greenwich, UK.
Universities represent some of the highest concentrations of talented and intelligent individuals anywhere on the planet. These are institutions built around people literally engaging in lifelong education. They create amazing inventions, cure diseases, and move civilization forward in countless ways. So why can’t they bust out a decent web design?
I have a little bit of insight into how major universities go about creating websites, and in my experience the major problem is the same that leads to most poor corporate design: Design by Committee. Two heads may be better than one, but ten to twenty heads gets you an ugly website.
As aesthetic decisions become subject to bureaucracy, inner-office politics and groupthink, the quality of the finished product decreases exponentially. I guarantee you that if you let a single talented web design student take a stab at redesigning his university homepage, he/she could easily come up with something more attractive and more effective than the building full of people the university pays to oversee the site.
by Joshua Johnson on 20th January 2011, full article
As Mr. Johnson clearly and simply defines, the worst thing to do is to create design committees when creatign a corporate web site. Things get messy as people put their personal or smaller community concerns into the design process. It is even worser for universities, organizations of more intellectual people, where everybody has an innovative idea on how to design the web site.
It is obvious isn’t it? People have bad manners. They easily disregard the “other”s. And most of the discrimination happens at work. There is this wonderful article which shows how things turn out, when usual suspect becomes the victim and vice versa. It is an illusion that usual victim would not become the villain someday. And it shows that power play always ends bitterly. Either caused by gender, race, belief, sects or political thought.
Read the full article at: Huffington Post
Practicing a non-sexist work environment means treating people equally regardless of gender. Ultimately, Sari realized that much of her attitude towards male editors was an outcome of her own struggle to succeed — something she always assumed was harder because she was a woman. Likely she wasn’t wrong, but the answer isn’t to pay the sexism forward. “I maybe had a bit of a chip on my shoulder,” she said later. “I had to prove myself coming up as an editor, and now that I was in charge, I wanted men to know what that was like.” Given that so much sexism is benevolent, or unintentional, ending the cycle means paying attention, and recognizing that sexism is sexism and, in any form, is damaging to the idea of gender equity. It’s also about recognizing that the best workplaces are built on the ideals of hard work, talent, and dedication — three qualities that know no gender.
Dr. Peggy Drexler
Trending Topic: Will MOOCs change the Higher Education ? Some thoughts
Online courses are as old as internet itself. But for a long time they were nothing more than a test protokol. can MOOCs change it? Read an analysis about the hüge dropout rates exceeding 90%.
Dealing problems and creating solutions are the things that seperates human brain from the rest. We not only deal with some simple problems that all other creatures face, but also prettey complex problems that we like to put forward. As a part of my continuing effort for uncovering the depths of higher education management, I thought it would be great to get some professional help. I hope Dr. Page’s course on modelling will help to solve this problem twingled with culture, organization, management, sociology and even phsychology.
As we always tend to do we simplfy problems, search for similarities and make assumptions built on experience and observation. Beyond our daily practice of natural modelling, it would be great to take this onto a new level.
This course is not for me to learn modelling but also a chance to understand the new phenomenon of MOOCs (Massive Open Online Courses). Take a look at Dr. Page’s blog to learn more.
First Thing’s First: Why Model?.
As a late comer to the higher education the clear separation between the academic and non-academic members of a university stroke me instantly. As a person who has studied the history of the caste system in India and as a professional public administrator doing his Phd on public administration this disturbing problem -which now I’m a part of- turned out to be a social problem to be studied. It turns out to be that it is a topic of a life time.
And when we talk about the 3rd generation universities and the change in higher education it turns out to be a crucial subject to reveal. During my web searches I come across interesting comments and thoughts. Here I would like to share with you a blog post written by Ferdinand von Prondzynski which is giving a glimpse of the Irish version of the problem. You can click the link to read the full post.
One of the refreshing aspects of my university, DCU, is that it makes few distinctions between those employees who have academic tasks, and those whose work is administrative, secretarial, technical or professional. There is no hierarchy of decision-making that places the latter groups in a less favourable position. This is significant, because in every other university I know there appears to be open or subdued warfare between academics and others.
I recently attended a meeting of one of the learned academic bodies and was astounded to hear a very senior professor from another institution argue that administrators were a cancer in the academic system, but I was even more alarmed when that statement was greeted with mutters of approval by many others present. Academics, the speaker suggested, were entitled to expect priority support and, more or less, an obsequious caste of non-academics seeing to their needs. More nods andsotto voce statements of agreement.
Turkish Prime Minister Mr. Erdoğan addressing the issues about the new reformation of the higher education system in Turkey and the managerial problems involved. It is now becoming a trend to see professionals entitled as the President of a university. The words from the Prime Minister was acquired by the journalists during a flight. In Turkey universities are managed by Rectors not by the presidents and they have to be Professors. They have to be elected by the faculty of the university to become a Rector.
Question: Are you planning changes in the draft Higher Education law which is being prepared by the YÖK (Higher Education Council)?
Answer : Ministry of National Education is currently working on that draft. Later it will reach to us. me and my team to study further on it. We are telling that we want to be aligned with the rest of the world. To achieve this alignment we have to study on the Western understanding of the university. God rest him, Mr. Sabancı* had visited me during my first term. He complained about spending 250 million dollars on his university still not having the right to choose its Rector. I can’t even discuss this issue he added and said he was the boss of the whole assets of his company and the university that carried his name and still won’t be able to appoint the manager I need.
And why am I supposed to manage the school with a Rector? In the USA, Rectors are not supposed to deal with the management of the school, but rather carry on academic issues, which is different from the managerial ones.
This points shall all be revised again. Why shall a Rector deal with this kind of managerial stuff, he should rather deal with the academics.
SOURCE : http://www.memurlar.net/haber/345247/
* Sakıp Sabancı (1933 – 2004) Leading Turkish economic and industrial figure who established Sabancı University in 2004.
Yükseköğretimde reform ciddi bir kültür değişikliği gerektirir. İyiyle, kötünün bir arada idare edildiği değil “Mükemmeliyet Kültürü” olmalı. Stratejik Planlama ve yönetim becerilerinin geliştirilmesi olmazsa olmazlar arasında.Ancak öylesine yapılan SP’lerden bahsetmiyoruz. Komünist ve paylaşımcı bir yönetim kültürü ile binlerce yıllık otoriter yapının hakim olduğu Çin 15 yılda bunu başardı. İlk 400′de 9 Çin üniversitesi var. 15 yıl önceki hedefleri dünya klasmanında isim sahibi 10 üniversite oluşturmaktı. Hedeflerine % 90 vardılar.
Peki biz geleneksel durumu idare eden, belirgin bir stratejik hedefi ve ortak kurumsal kültürü olmayan yapılarımızla ne yapacağız? Özellikle devlet üniversiteleri sorunlu kamusal çalışma kültürünü, kıymetli bir şey zannıyla korumaya devam mı edecekler. Ortak bir davaya inanmayan (dünyanın çapında olmak gibi) insanların oluşturduğu kurumlar Hiç bir yere gidemezler. Ancak kendisini oluşturan kalabalıkların, insanların ve küçük grupçukların durumu idare ettiği, günü birlik yaşadıkları, tek hayal ettikleri şeyin emeklilikleri olduğu bir deve kuşu sığınağında yaşayıp giderler.
Yaşlılıktan, eklemleri tutulmuş orta ve üst yaş grubundan üniversitelerimiz, büyüklükleri ile değişim konusunda kendilerini mazur görebilir. Ancak yeni kurulan üniversitelerin böyle bir hakkı yok. Eski türküleri çalarız, öylece yaşar gideriz diyemezler. Zira böylesine ihtiyaç yok. Bu kararlılığa sahip olmayan akademisyen veya idari çalışanların yapabileceği en iyi şey kendilerine bir yaşlılar evi bulmak. Bu görev huzur ve sükunet arayanların işi değil. Dünya ile rekabet etme azminde olan, her türlü zorluğun altına kendini atabileceklerin işi.
Neyse ki ülkemizde yeterince yaşlılar evi var.Orada yüz iki yüz yıl öncenin zaferlerini anlatıp kendilerini mutlu tutmak isteyenlere yer var. Zaman, kendi zaferlerini yazmak isteyenlerin zamanı. Yazamazsak ülke olarak küresel rekabetten silinip gideriz. Artık karar vermek lazım!
Bireyler, kurumlar ve ülke olarak. Atalet mi değişim mi?Berkeley Kampüsü, ABD
I was in the US for the second time this year. We were enlisted for a study visit to some of the Californian universities, Stanford and Berkeley. But our first stop was Chicago, where we joined the rest of the group, which arrived a few days earlier.
After a good sleep to overcome the jet lag, I found the strength and desire to take a short walk in the downtown for only around an hours time. What I have found was a beautiful city with its tall buildings, rivers and bridges.
I really liked Chicago and wished I had more time instead of a bypassing. And on our trip to San Fransisco I draw this picture on the Paper App by 53 on my iPad 2. This was also a chance for me to try that brilliant and intuitive app, which makes pencils and paper almost obsolete. I also took some great Instagram pictures. You can see them if you watch the slideshow above.