“MANAGERIALISM” NA GESTÃO UNIVERSITÁRIA: UMA ANÁLISE DE SUAS MANIFESTAÇÕES EM UMA INSTITUIÇÃO EMPRESARIAL
Higher learning institutions are facing challenges due to the numerous changes imposed by their operational environment. In Brazil, this reality can be seen through the increasing number higher learning institutions and t he strengthening of foreign groups in the sector. As there is no specific appr...
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| Autores principales: | , |
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| Formato: | article |
| Lenguaje: | ES PT |
| Publicado: |
Universidade Federal de Santa Catarina
2013
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| Materias: | |
| Acceso en línea: | https://doaj.org/article/107a3d5227ab4655917935c313f7fdab |
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| Sumario: | Higher learning institutions are facing challenges due to the numerous changes imposed by their operational environment. In Brazil, this reality can be seen through the increasing number higher learning institutions and t he strengthening of foreign groups in the sector. As there is no specific approach for university management and there is a need for greater efficiency and improved performance, many institutions have incorporated managerial business practices. In Brazil, this is as yet a relatively recent phenomenon and for this reason its effects remain largely unknown. The aim of this study is to analyze the impact of adopting managerial business practices, identified as managerialism, and implemented in the academic man agement by a proprietary higher education institution. It is a qualitative study, conducted at one of the largest private higher education institutions in Brazil. The main results show that business management approaches applied to the academic field are l imited. Managerialism concentrates on measuring measurable variables and there is little evidence of their practical results, causing frustration and disappointment among managers and stakeholders. The conclusions indicate that the performance of an educat ional organization is the result of a large number of tangible and intangible variables that hinders the measurement of results and the value added. |
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