Steven Brint
- Published in print:
- 2018
- Published Online:
- May 2019
- ISBN:
- 9780691182667
- eISBN:
- 9780691184890
- Item type:
- chapter
- Publisher:
- Princeton University Press
- DOI:
- 10.23943/princeton/9780691182667.003.0007
- Subject:
- Education, Higher and Further Education
This chapter analyzes how, as colleges and universities expanded and became more important features of the American institutional landscape, those who occupied senior managerial positions separated ...
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This chapter analyzes how, as colleges and universities expanded and became more important features of the American institutional landscape, those who occupied senior managerial positions separated themselves more completely from the faculty. They developed features of a professionalized occupation—including separate training programs and formal knowledge bases—albeit one that remained influenced by traditions of shared governance. This separation led to many complaints by faculty members about the rise of a soulless corporate model of university administration. Professionalized management did not weaken the steering capacity of universities—quite the opposite. Yet bottom-line considerations did often intrude in ways that were counterproductive to the educational mission of the institutions.Less
This chapter analyzes how, as colleges and universities expanded and became more important features of the American institutional landscape, those who occupied senior managerial positions separated themselves more completely from the faculty. They developed features of a professionalized occupation—including separate training programs and formal knowledge bases—albeit one that remained influenced by traditions of shared governance. This separation led to many complaints by faculty members about the rise of a soulless corporate model of university administration. Professionalized management did not weaken the steering capacity of universities—quite the opposite. Yet bottom-line considerations did often intrude in ways that were counterproductive to the educational mission of the institutions.
DEREK MATTHEWS, MALCOLM ANDERSON, and JOHN RICHARD EDWARDS
- Published in print:
- 1998
- Published Online:
- October 2011
- ISBN:
- 9780198289609
- eISBN:
- 9780191684753
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198289609.003.0007
- Subject:
- Business and Management, Finance, Accounting, and Banking, Business History
This concluding chapter summarizes the discussions in the preceding chapters. It covers five main topics: the rise of accountants as professionals; the number of accountants and their functions in ...
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This concluding chapter summarizes the discussions in the preceding chapters. It covers five main topics: the rise of accountants as professionals; the number of accountants and their functions in business; the role of professional practice as a training ground for business managers; the routes through which accountants entered business and reached top managerial positions; and why industry and commerce have been demanding professional accounting talents in large numbers. The numbers of accountants and the demand for them in businesses has continuously increased. Until today, the demand for accounting services is still rising and the importance of accounting degrees to reach top management positions remains evident.Less
This concluding chapter summarizes the discussions in the preceding chapters. It covers five main topics: the rise of accountants as professionals; the number of accountants and their functions in business; the role of professional practice as a training ground for business managers; the routes through which accountants entered business and reached top managerial positions; and why industry and commerce have been demanding professional accounting talents in large numbers. The numbers of accountants and the demand for them in businesses has continuously increased. Until today, the demand for accounting services is still rising and the importance of accounting degrees to reach top management positions remains evident.
Gwen Terry
- Published in print:
- 2011
- Published Online:
- May 2012
- ISBN:
- 9780520268463
- eISBN:
- 9780520949782
- Item type:
- chapter
- Publisher:
- University of California Press
- DOI:
- 10.1525/california/9780520268463.003.0032
- Subject:
- Music, History, American
In this chapter, Clark Terry describes the ways in which Duke Ellington managed his orchestra band and its music. He could persuade anyone jazzwise, like he persuaded Clark to play Buddy Bolden. Duke ...
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In this chapter, Clark Terry describes the ways in which Duke Ellington managed his orchestra band and its music. He could persuade anyone jazzwise, like he persuaded Clark to play Buddy Bolden. Duke had full command of the English language, and his diction was flawless. Duke demanded the best from each musician in his band. He had a compelling tonality in his voice that would make it difficult to doubt whatever he was talking about. He had to deal with the high strung, the low strung, and the strung out. He did all of it with finesse. He knew how to make each man feel important and appreciated, which garnered absolute devotion. He knew each musician as well as he knew his own music, what motivated them, what their problems were, how to encourage them and that was the gist of Duke's managerial position.Less
In this chapter, Clark Terry describes the ways in which Duke Ellington managed his orchestra band and its music. He could persuade anyone jazzwise, like he persuaded Clark to play Buddy Bolden. Duke had full command of the English language, and his diction was flawless. Duke demanded the best from each musician in his band. He had a compelling tonality in his voice that would make it difficult to doubt whatever he was talking about. He had to deal with the high strung, the low strung, and the strung out. He did all of it with finesse. He knew how to make each man feel important and appreciated, which garnered absolute devotion. He knew each musician as well as he knew his own music, what motivated them, what their problems were, how to encourage them and that was the gist of Duke's managerial position.
