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dc.contributor.authorShelley, S.
dc.date.accessioned2010-11-01T14:03:05Z
dc.date.available2010-11-01T14:03:05Z
dc.date.issued2005
dc.identifier.citationShelley , S 2005 , ' Ethical interpretations of management decision making in higher education ' , International Journal of Management and Decision Making , vol. 6 , no. 3-4 , pp. 284-298 . https://doi.org/10.1504/IJMDM.2005.006554
dc.identifier.issn1462-4621
dc.identifier.otherPURE: 81524
dc.identifier.otherPURE UUID: 7c777c11-e6ae-49cb-836e-225222076686
dc.identifier.otherdspace: 2299/4944
dc.identifier.otherScopus: 84961559616
dc.identifier.urihttp://hdl.handle.net/2299/4944
dc.descriptionOriginal article can be found at: https://www.inderscience.com/browse/index.php?journalID=19 Copyright Inderscience Enterprises Ltd. [Full text of this article is not available in the UHRA]
dc.description.abstractThis paper explores the ethical dimensions of constraint and choice in management decision making at different levels, with a focus on how managers manage and are themselves managed in UK higher education, a sector of national importance and rapid growth. The ethical interpretations are complex, for whilst decision making at state level is seen to meet the needs of various stakeholders, it is argued that the way decisions are enacted in universities is predominantly managerial as funding and quality structures impose a utilitarian ethic. Within this, the scope to take a more humanist decision stance is often over-ridden, resulting in conflict, poor performance, inefficiency and negative, somewhat perverse outcomes for the student learning experience and for knowledge generation. The paper makes the case that ethical sensitivity should be embedded in new management development programmes, thus enabling managers to exercise autonomous reasoning and meet the needs of a wider range of stakeholders.en
dc.language.isoeng
dc.relation.ispartofInternational Journal of Management and Decision Making
dc.titleEthical interpretations of management decision making in higher educationen
dc.contributor.institutionHertfordshire Business School
dc.description.statusPeer reviewed
dc.relation.schoolHertfordshire Business School
dcterms.dateAccepted2005
rioxxterms.versionofrecordhttps://doi.org/10.1504/IJMDM.2005.006554
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue


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