22 SES 12 B, Old and New Dilemmas for a New Management in Higher Education
Discussant: Susan Wright
Universities in Ireland have been moving rapidly towards new managerialism over the past ten years. This paper will draw on an institutional case study and interviews with senior managers in Irish universities to suggest that underpinning both collegiality and new managerialism are practices that reflect and reinforce masculinist homosocial culture. In an Irish context this is particularly shaped by a denial that gender matters within a culture that strongly perpetuates female stereotyping; by a stress on meritocracy combined with political appointments of (mainly male) ‘manager-academics’ (Deem, 2003) and other apparently contradictory practices. It will be argued that in ‘going along with institutional features of the gender order, men perpetuate... a masculine/man centred workplace’ (Yancey Martin 2003). In some contexts, gender is ignored as an issue; while in other contexts gender is overt. It will be suggested that these processes are shaped by an underlying patriarchal culture regardless of the collegial/managerial context. We will argue that although new managerialism increases the power of the President, and although there is a recognition that having women in senior management makes a difference, there is an absence of leadership at the most senior level on this issue.
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