I thought I’d do a quick post before I go out to pass on a story from the latest Times Higher. The news won’t come as a shock to anyone who actually works in a University, but it appears that the number of “managers” working in Higher Education is growing rapidly:
Data released by the Higher Education Statistics Agency reveal there were 15,795 managers in higher education in December 2010 – up by almost 40 per cent on the 11,305 employed in the 2003-04 academic year.
That was compared to the 19.2 per cent increase in academics since 2003-04. It means there is now a manager for every 9.2 academics compared with a ratio of one to 10.8 seven years earlier.
It’s tempting to take the usual easy shot at “managers”, but I’m not going to do that, at least not immediately, because I’m not at all sure precisely how they define a “manager” in the context of this survey. In my School we have a School Manager, who looks after budgets and runs the School Office which carries out a large number of complex administrative tasks related to research grants, undergraduate and postgraduate admissions, student records, and so on. People like this are indispensible because if we didn’t have them these tasks would have to be done by academics, which would be a distraction from their proper business of teaching and research, and which they would almost certainly do extremely badly. Managers who work alongside academic staff and understand the realities of University life are therefore a good thing to have. They actually help.
The problem I have is that, as it seems to me, much of the growth in numbers of “managers” does not involve people in this sort of job at all. The greater part of the increase is in centralised administrative divisions or, as they’re called in Cardiff, “Directorates”. In fact Cardiff is nowhere near as bad in this respect as some other universities I’ve either worked in or heard about from colleagues, but it is an issue even here.
The problem we find with such folk is that they are so remote that they seem to have no idea what people working in academic Schools and Departments actually do. For one thing they seem to think we just loaf around all day waiting for the chance to fill in some new forms or attend a some allegedly vitally important meeting at short notice (usually in teaching term, and usually mid-morning when lectures are in progress). In fact, there isn’t a day of the week when I don’t have teaching of some sort going on in teaching term. That’s not unusual for an academic in my Schoo, so it’s extremely difficult to attend such events at the drop of a hat without jeopardising teaching. The frequent requests to do so mean that I’d be surprised, in fact, if most of these managers actually knew when teaching term was. Meetings scheduled outside term of course eat into research time, but given that managers think “doing research” means “having a holiday”, you might be surprised we don’t have more meetings during the student vacations. Of course the real reason for this is that they don’t want us to attend (see below).
Another result of the increase in administrative staff is a plethora of badly thought out “initiatives”, similar initiatives even arising from several directorates simulaneously as managers compete with each other to weigh down academics with forms to fill in. The worst of these involve idiotic schemes in which Schools have to prepare lengthy documents to bid for minuscule amount of money from the central University coffers, the cost in staff time of administering such procedures far exceeding the financial or other benefits they can possibly deliver.
Worse, these central units are sometimes so badly run that they mess up the basic administrative tasks that they should be carrying out. Schools are thus forced to duplicate the work that should be done by someone else to make sure that it’s done properly. The idea that centralised administration leads to greater efficiency rarely works in practice. In contrast to the staff in individual Schools, most of whom actually care deeply about what they do because they work directly with the people involved, to the administrators are sometimes – not always, by any means, but definitely sometimes – too remote to care.
So in the end I am going to take a cheap shot at creeping managerialism, but only insofar as it relates to the invasion of universities by people who have no understanding of the core activities of a higher education institution, but who think they have the right to dictate to people who do. Instead of meaningful cooperation with academics, we have phoney “consultations”: meetings usually scheduled in such a way that academics can’t attend (see above) or documents requiring a response with absurdly short deadlines. This kind of management does not lead to a more “professional” institution, it just leads to alienation. In short, these people don’t help at all, they’re a positive hindrance.
Over the last decade, the burden of red tape has steadily increased for all kinds of institutions, but only the NHS vies with Universities in taking the fetish of managerialism to absurd levels. Academics will soon have to take courses in management-speak before they can be employed at a University as the influx of business types continues to accelerate.
The greatest irony of all this is that in the UK universities (with some notable exceptions) are generally regarded by the wider world as examples of international excellence, whereas British businesses (again with some notable exceptions) are seen by those abroad to epitomize incompetence and failure….
In the Dark 