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Leading university by managing paradoxes [Elektronski vir]
Biloslavo, Roberto
Educational reforms in EU in the last decade were coloured by decentralisation, deregulation and devolution of power. Universities have - it seems in parallel with the Lisbon strategy, the Bologna ...processes and the internationalisation and Europeanization of HE - become to be seen as a 'business', or better expressed as a 'service business', which should expand beyond the national borders and attract international students. Hence, universities, just as any other organization that operates in a dynamic environment, have to respond rapidly to changing environments in order to survive. This can be partly managed by adopting forms and practices used in corporate management, especially regarding forms of educational governance, but in the largest part by managing strategic paradoxes. In this respect we can find in the modern management literature different works related to paradoxes in the profit sector. However published works are mostly oriented to theoretical conceptualization of the notion of organizational paradoxes and to different organizational forms, without specifically considering higher education sector (e.g., compete or cooperate, centralize or decentralize, applicative or basic research, internally or externally oriented). The proposed paper presents different paradoxes that exist within universities, how deciding for one pole of paradoxes cannot solve them and what kind of weaknesses such solution brings. In the end management solutions, which go beyond 'either/or' thinking, are proposed and analysed.
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