ON MANAGING HYBRIDS: SOME DILEMMAS IN HIGHER EDUCATION MANAGEMENT |
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| Authors: | Maureen Mackintosh Robin Jarvis Edmund Heery |
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| Affiliation: | The authors are respectively, Professor of Economics at the Open University, Milton Keynes;Professor of Accounting and Finance at Kingston University;and Reader in Industrial Relations at Kingston University. They wish to thank Jane Broadbent, and the participants in a seminar at the Open University Business School, for helpful comments on an earlier draft of this paper. The present version is the sole responsibility of the authors |
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| Abstract: | This is an exploratory and conceptual paper. It argues that the concept of a hybrid organisation offers a useful way of conceptualising some dilemmas of current higher education management. The process of hybridisation captures some of the internal stresses and management problems facing higher education institutions caught between quasi-market and commercial market pressures. The increasingly widespread contractual management style may offer an inappropriate coping structure for some of these dilemmas. An open, negotiating management style, making explicit the problems of accountability and legitimacy generated by hybridisation, may be the only way to maintain staff commitment, but is very hard to achieve in the current context. |
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