Regular readers will probably appreciate that I occasionally write to exorcise my managerial angst. This may not make for enthralling reading, but needs must. So, I have been giving thought to the problem of universities and scale.
The problem here is that many of the mechanisms, both formal and informal, by which universities conventionally operate, do not scale. They are built upon institutions that are physically, more or less, in one place. These institutions are constituted of a small number of departments, perhaps loosely clustered in coherent faculties, where the departments are small enough for all the members of staff to know each other and for the Head to be able to both run the department and be a peer to the senior staff. The departments are the primary locus of student engagement and hold the main responsibilties in respect of day-to-day management. The universities are dependent upon broad participation in collective governance and on a shared understanding of a common operating model. They depend too on a straightforward and transparent allocation of financial responsibilities and schemes of delegation.
There are very few universities for which these operational conditions hold. Put simply most research intensive institutions outgrew the established mechanisms and associated organisational models perhaps ten or more years ago. Much of the recent story of university management has been a process of catch-up in which we have sought to transition from a scheme of working that could no longer be sustained to an approach that respects the realities of increased scale. This is the genesis of ‘faculties’ with executive responsibilities, coordinating ‘schools’, ‘research institutes’, ‘clusters’, ‘hubs’, ‘programmes’ and all the varied organisational forms that have emerged.