Taking the private sector as a point of reference, the Cadbury Report defines governance as 'the system by which companies are directed and controlled. Boards of Directors are responsible for the governance of their companies...The responsibilities of the Board include setting the company's strategic aims, providing the leadership to put them into effect, supervising the management of the business and reporting to shareholders on their stewardship.'
Michael Shattock sees higher education governance as: 'the constitutional forms and processes through which universities govern their affairs'.
Shattock adds that while governance and management are theoretically separate functions (management is more about the preparation of policy proposals, the implementation of what has been agreed and the efficient and effective deployment of resources), however, in a higher education context they have close a interrelationship, in ways not always found in the corporate world. Governance operates at many more levels in most higher education institutions than in many other fields.
At the level of the governing body, typically higher education governance comprises:
The boundaries between governance and management are explored further in Governors' briefing note No. 2: Governance and Management.
The working of the governing body, including the roles of the chair, head of institution and clerk, key relationships, provision of briefing papers to governors, etc. are discussed in Governors' briefing note No. 3: the workings of the governing body.
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