Volume/Issue :

Article type :

Editorial

Page No :

4-7

Abstract :

Deep economic, technological, social changes form new challenges for universities. University management continues to be a problem. The main problem is how to find an op-timal balance between the autonomy of the universities, the so-called democracy, and regulation from the state. Today the future of the universities in Lithuania is more uncertain than it has been in the last 30 years. A wide range of conditions and circumstances require constant change. The traditional model of university management becomes ineffective. The labor market makes new demands to universities (new study programms, short-term courses etc.). It is possible to tell that universities undergo constant pressure from the labor market. Does this mean that universities and government should resist labour-market pressures? The mentioned pressure is quite often inadequate and negatively influences university development. On the other hand, there are some hindering factors for more positive development of universities, such as low competence of managers, a separation from real practice, ignoring of world technological, social and economic tendencies.

Keywords :

development of universities, global changes, university management

References :

Harden N. (2013). The End of the University as We Know It. The American Interest, January/February Issue. Retrieved from http://www.the-american-interest.com/article.cfm?piece=1352.
Pryor Mildred G., Taneja S., Humphreys J., Anderson D., Singleton L. (2008). Challenges Facing Change Management Theories and Research. Delhi Business Review, 9 (1), 1–20.
Watson S. (2000). Why is it that management academics rarely advise on the management of their own institutions? Human Resource Development International, 3 (1), 89–100.

Cite as :

Lamanauskas, V. (2013). Universitetų ateities neapibrėžtumas: keletas apmąstymų [The uncertainty of the future of universities: Some reflection]. Švietimas: politika, vadyba, kokybė / Education Policy, Management and Quality, 5(1), 4-7. https://doi.org/10.48127/spvk-epmq/13.5.04