Humane SeminarInternal Governance of Universities:Changing

demands in a changing environment

20 October 2007

Reflection on the change of the Governance Model in Portuguese Universities

Margarida Mano | University of Coimbra

École Normale Superieure de Sciences de l’Information et des Bibliotheques | Lyon

Reflection on the change of the Governance Model in Portuguese Universities

Humane Seminar | Internal Governance of Universities | Margarida Mano | University of Coimbra

1| Portuguese HE System

2| Decision-making Process and Governance

3| Portuguese HEI Law [RJIES]

4| Reflection on the change of the Governance Model in

Portuguese Universities

5| Final Thoughts

Portuguese HE System1

Humane Seminar | Internal Governance of Universities | Margarida Mano | University of Coimbra

Portuguese HE System

University of Coimbra

University of Lisboa

University of Porto

Technical University of Lisboa

New University of Lisboa

University of Aveiro

University of Minho

University of Évora

University of Açores

University of Algarve

University of Trás-Montes Alto Douro

University of Beira Interior

University of Madeira

Polytechnic University Sum total

Public 28 15 43

Private 110 14 124

Sum total 138 29 167

Portuguese HE System1

HUMANE Seminar | Internal Governance of Universities | Margarida Mano | University of Coimbra

Massification Internacionalization|Globalization Impact of ITC Systems | Knowledge Explosion Competitiveness | Quality Change in the relationships:

University - StateUniversity - Society

2007: Portuguese HEI Law [RJIES]

Context of Change

Decision-Making Process and Governance

HUMANE Seminar | Internal Governance of Universities | Margarida Mano | University of Coimbra

2DMP

Profile

Rationalities

Competencies

Mission

Power Structures

Organizational Structures

Decision Support Systems

“Organizations are networks of decisions, decision makers, and decision making”. Choo (1998:204)

Decision-maker

“The central concern of administrative theory is with the boundary between the rational and the non rational aspects of human social behaviour”. Chaffee (1983:xxviii)

Organization

Decision-Making Process and Governance

HUMANE Seminar | Internal Governance of Universities | Margarida Mano | University of Coimbra

2Governance

Transparency of the DMP

Social return

DMPDMP

Power allocation

The concept of Governance fits the purpose for studying PPU.

Accountability of Public

Resources

HEI Law [RJIES]

HUMANE Seminar | Internal Governance of Universities | Margarida Mano | University of Coimbra

3 Objective:

to regulate the constitution, power and organization, the operating mode and competencies of the bodies within Higher Education Institutions; to regulate the State’s supervision and public control over HEI, in an antonomy framework.

Law no.62/2007, 10 Sept. (repeals the Law of University Autonomy from 1988);

Change:Institutions and Organic Units

Academic body Merging; integration; division; extinction and tranference of HEI

Organization and Management of HEIGovernance Bodies: General Board, Rector and Management BoardNew possibilities: Public HEI of a foundational nature

… 185 articles; 8 months for Universities to review their statutes.

Reflection on the change of the Governance Model

HUMANE Seminar | Internal Governance of Universities | Margarida Mano | University of Coimbra

4Governance

Transparency of the DMP

Social return

DMPDMP

Power allocation

The concept of Governance fits the purpose for studying PPU.

Accountability of Public

Resources

Reflection on the change of the Governance Model

HUMANE Seminar | Internal Governance of Universities | Margarida Mano | University of Coimbra

4Decision-maker

Colective bodies: UA; Senate; AC

- Representativity of the bodies (academic; non-academic; students)

- high number of members

Colective bodies: General Board and Management Board

- Representativity; General Board

>50% - academics and research

>15% - students

>30% external personalities

General Board: 15 to 35 members

Management Board: max. 5 members

(Rector; Vice-Rector; Head of Admin.)

Profile

Rationalities

Competences

Stakeholders participation is possible in the advisory scope, but it is almost absentRector – an Academic from the University itself

• Compulsory stakeholder participation

•Rector is “an individual of recognized merit and relevant professional experience”

Mission

Power Structures

Organic Structures

Decision Support System

Mission in LUA

Endogamic collegial model

Democracy and professional bureaucracy [Mintzberg]Complex organization with diverse and hierarchized organizational structures

•Mission in the RJIES

A managerial perspective of the law is not ensured•Compulsory external decision-makers chosen by the University•Democracy and professional bureaucracy [Mintzberg]•Complex organization with diverse and hierarchized organizational structures

Before Now…

Decison-maker

DMP

Organization

Final Thoughts5

HUMANE Seminar | Internal Governance of Universities | Margarida Mano | University of Coimbra

Governance Model – Facilitating Factors for Change

Legal framework;

Organizational culture;

Structuring principles shared by decision-makers;

- conceptualization and commitment around the concept of social return;

- sistemic integration of governance process assessment, guided towards

the mission, measuring and monitoring.

(…)

HUMANE Seminar | Internal Governance of Universities | Margarida Mano | University of Coimbra

Thank you very much for attention!