
Contents
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Introduction Introduction
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What is the problem? What is the problem?
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Managerialisation as reassembling power Managerialisation as reassembling power
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Reinventing the university Reinventing the university
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Making the university manageable Making the university manageable
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Finding things to manage Finding things to manage
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Living in a managerialised world Living in a managerialised world
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Conclusion: the unstable assemblage of managerial authority Conclusion: the unstable assemblage of managerial authority
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Five Soft governance, policy fictions and translation zones: European policy spaces and their making
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Four The managerialised university: translating and assembling the right to manage
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Published:April 2015
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Abstract
Chapter 4 explores how a new language – managerialism – enabled the transformation of power and authority in universities. The processes of managerialisation are explored through the changing regime of English Higher Education, drawing on vignettes from practice and other case study materials. At stake is how the internal architecture of power is remade to enable the ‘right of managers to manage’, while the language of managerialism simultaneously enables the translation of emergent external political objectives and programmes into the ‘business’ of the corporate and competitive university. The chapter takes up translation in a very specific sense: the capacity of a specific way of thinking and speaking within what appears to be a common language (English) to transform institutions, rework social relationships and remake forms of power and authority into new assemblages.
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