Financial systems in UK universities: A case study of three universities

Dai, Rui

Abstract

Universities in the UK are having difficult times with growing external pressures such as the introduction of £9,000 tuition fee, deregulation of student number control, the increased level of competition for student recruitment and research funding, and internal initiatives such as the calling for rationalities and efficiencies. This research investigates how have the university structure, culture, budgets, and financial systems changed in response to these external pressures and internal initiatives at three universities. This research involves a qualitative analysis of three UK universities, anonymised as the Russell University, New University and Poly University. It uses case study, semi-structured interviews, and study of documentation as research methodologies.
The research found that under the new institutional settings the three case study universities all centralised their administrative structures, crucial decision rights (for example staff recruitment) and financial systems with greater emphasis on budgetary control. It pays attention to the impacts of these changes on the underlying values and beliefs at the three case study universities.
Broadbent and Laughlin (2013) and Lukes (2005) were used as the theoretical framework. Broadbent and Laughlin’s (2013) framework was built on Laughlin (1991) and it was used to identify the tracks of changes (Rebuttal, Reorientation through Absorption, Reorientation through Boundary Management, Colonisation, and Evolution) at the three universities. Broadbent and Laughlin’s framework made cursory mention of power issues and this was remedied by use of Lukes’ three dimensions of power: A’s direct, visible power over B (first dimension); A’s ability to control the organisational agenda (second dimension) and A’s ability to influence B’s values and beliefs so that B fails to understand their true interests (third dimension).
The findings are consistent with Broadbent and Laughlin (2013): the present “track” of changes at the three case study universities is Reorientation through Boundary Management although there are signs of Colonisation at the Poly University. Lukes’ (2005) three-dimensional view of power was used to further investigate the power implications of the changes at the three universities. This research found plenty of evidence for first dimensional power (visible actions) and some evidence of second dimensional power as senior management’s structure and system reforms changed university processes. It found little evidence of third dimensional power, ideological control.

• Thesis Type: Thesis
• Keywords: UK universities; structure; culture; budgets; financial systems
• Public URL: https://uwe-repository.worktribe.com/output/1491331
• Award Date: Nov 1, 2016