高等教育における評価制度の展開と大学マネジメント確立の課題(教育行政と評価,I 年報フォーラム)

• 舘 昭

  大学評価・学位授与機構

書誌事項

タイトル別名

• THE EVOLUTION OF EVALUATION SYSTEMS IN HIGHER EDUCATION AND THE DEVELOPMENT OF UNIVERSITY MANAGEMENT(EDUCATIONAL ADMINISTRATION AND EVALUATION,I. BULLETIN FORUM)

抄録

In Nippon (Japan), self-evaluation became the obligation of all universities in 1991. The National Institution for Academic Degrees was reorganized to implement its work as a national organization for university evaluation, and it began reviews of national governmental universities in 2000. This year of 2002, the Central Council for Education proposed deployment of nationally recognized agencies for both institutional and program accreditation aimed at all higher education institutions. These events show that institutionalized evaluation is now very much a part of Nipponese higher education administration. It looks to be an imposition of restrictions on the self-governance that universities have had. But this installation of an evaluation system is also accompanied by a plan for reorganization of national governmental universities into corporations. Moreover, along with this is a plan for easing regulations concerning the establishment of private and local governmental institutions. That is, the introduction of institutionalized evaluation has also become, in effect, reinforcement of university self-governance, too. Furthermore, because the main contributors to external evaluation agencies are drawn from universities, this can be seen as an extension of university self-governance as well. Even today, Nipponese universities do not exercise their self-governance, however, in terms of academic autonomy, successfully. National and local governmental universities are operated as the parts of governmental organizations. Private universities are run under detailed administrative regulations. This heteronomy has resulted in weaknesses in self-evaluation and an immaturity in external evaluation systems in higher education. Practices of higher education demand an autonomy based on academic freedom. Evaluation is thus a double-edged sword that can work for enrichment as well as for destruction of quality in higher education. The motivation of institutionalized evaluation in the reformation movement is then an enforcement of autonomy and an enrichment in terms of quality. But motivation is not sufficient, either, to generate results. The means must also be present. The university is an institution. The evaluation agency is also an institution. To function as institutions we need management like that which Peter F. Drucker describes. Management is the means. Management was first developed in business institutions, but it is an organ, a discipline and a profession indispensable for every type of institution. This article describes the Nipponese settings for the institutionalization of higher education evaluation from the perspective of world trends. The article also examines a proposal on evaluation of faculty productivity in the report of the Council of Regulatory Reform of December 2001, which is perhaps the only document available which illustrates the relationship of evaluation and management among concerned national policy papers.

収録刊行物

• 日本教育行政学会年報

  日本教育行政学会年報 28 (0), 51-68, 2002

  日本教育行政学会

キーワード

• academic autonomy
• external evaluation agencies
• higher education management
• self-evaluation
• faculty evaluation

詳細情報

• CRID: 1390001206120260096
• NII論文ID: 110009554422
• DOI: 10.24491/jeas.28.0_51
• ISSN: 24331899
• ISSN: 09198393
• 本文言語コード: ja
• データソース種別:
  • JaLC
  • CiNii Articles
• 抄録ライセンスフラグ: 使用不可