Changing Times, Changing Institutions: Leadership and Management Responses to Resource Challenges in Higher Education in Kenya

Jowi, James Otieno and Obamba, Milton Odhiambo (2010) Changing Times, Changing Institutions: Leadership and Management Responses to Resource Challenges in Higher Education in Kenya. In: The 1st KIM Conference on Management : Transforming Higher Education - Opportunities and Challenges, KICC.


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niversities the world over seem to be caught up in grand contradictions (Clark 1998:146). They have, for instance, to do more and more with less, maintain the expanding cultural heritage with the best of the past and at the same time quickly and flexibly develop new fields of study and modes of thought, and respond to everyone’s demands because all are “stakeholders” (de Boer, 2002). Universities, just like all societal organisations need to be governed (Van Kersbergen and Van Waarden, 2001:4-6) and require governance structures which enable them operate at their best, achieve their missions and core functions within their changing conditions (Peters, 2001). While the form and rapidity of change in systems of higher education differs in different parts of the world, it is without exception that change is taking place in higher education in a more fundamental way than before as a result of responses to the challenges faced by higher education systems and institutions (Neave and Van Vught, 1994). Rapid growth, declining public resources, the impact of IT, the explosion of new knowledge, higher expectations about the contribution of higher education to society, and growing competition from new providers are but some of these challenges (Salmi,1991; Sawyerr, 2002). They call for responsiveness, change and even renewal in the sector. Just like universities worldwide, Kenyan universities are facing new challenges, both internal and external, with implications to many things amongst them, financing and governance. This paper analyses the responses by Kenyan universities to their resource challenges and especially the Parallel Degree Programmes and their implications to university core activities. In doing this, the paper looks at the new modes of resource generation and utilisation by the Kenyan universities. While there have been several discussions on different aspects of the Parallel Degree Programmes, this paper takes the nuance of leadership and thus analyses how university leadership in Kenya is responding to this new and originally uncharacteristic development. In doing this, the paper examines the changing leadership roles and responsibilities especially with regard to providing more resources to their institutions. Key words: leadership, management, universities, income generation, Kenya.

Item Type: Conference or Workshop Item (Paper)
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
L Education > L Education (General)
Divisions: Conference > International Conference on Industry and Higher Education - 2010
Depositing User: Mr. David Mwangi
Date Deposited: 02 Jul 2014 12:17
Last Modified: 02 Jul 2014 12:17

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