The introduction of the chancellor system into the Hungarian higher education. Experience and expectations

The introduction of the chancellor system into the Hungarian higher education
Experience and expectations


Editor: Gergely KovátsThe authors of the studies: Gergely Csurilla, József Golovics, Gabriella Keczer, Gergely Kováts, Pál Veres
2016
102 pages
ISBN 978-963-89082-7-8

Contents
Introduction
Pál Veres –József Golovics: New Institutions in Hungarian Higher Education: Chancellor System and Consistory Board
This paper aims at examining the functions and possible consequences of the chancellor system, and the role of consistory board in the Hungarian higher education. The main hypothesis is that the new regulatory system might foster the professionalization of the management of higher education institutions, but some risks may arise in connection with the interpersonal relations among the rector, the chancellor and other members of the consistory board. Deductive analysis was applied to confirm that hypothesis based on the current legislation vs. the theories and methods of new institutional economics.


Gergely Kováts: How university academic managers received chancellors and the chancellor system?
The chapter presents the results of a survey conducted in April 2015 among academic leaders (rectors, vice-rectors, deans, vice-deans) of Hungarian higher education institutions. Respondents were classified into four groups based on their opinion about the chancellor system and about the chancellor in their own institution. The analysis focuses on the opinion of respondents in several topics, for instance, how the introduction of the chancellor system will influence some key factors in the institutions (expectations); what are the current and expected roles of chancellors; what competencies the chancellors should have; and what are the benefits and disadvantages of the new governance system.


Gergely Csurilla: Experiences of dual leadership in the business sector
The chancellor system introduced a new form of governance to the Hungarian higher education system, which poses new challenges for institutional leaders. Due to the necessity of collaboration of the rector and the chancellor a less known management theoretical model, the theory of dual leadership came into view. The aim of this paper is to summarize business experiences and theoretical suggestions of dual leadership based on international publications and theses. The paper discusses the emergence and the dynamics of dual leadership, and the conditions required to be maintaining its operations. The paper attempts to answer the questions whether the Hungarian chancellor system meets the theoretical criteria of dual leadership, and what recommendations could assist the fluent collaboration of rectors and chancellors.


Gabriella Keczer: Variations on a theme – means of state control in higher education
Higher education has a great impact on the development of the economy and society, and significant public resources are spent on it, thus states are, to a varying extent, insisting on controlling the higher education system and its institutions. The varying and changing nature and means of state control are rooted in different ideas and objectives, and are influenced by economic, political, social and cultural factors and progression. First, the relationship of the state and higher education and its changing nature are analysed. Then some means of state control are presented that are widespread in the world, such as state-level supervisory bodies and institutional governing boards; performancebased funding and the accountability of higher education institutions and their leaders. International examples refer to the corresponding Hungarian measures.


Gergely Kováts: Summary: Remarks and proposals regarding the chancellor and consistory system
This short summary highlights those statements and results of the previous chapters which are especially important to evaluate the chancellor system and its viability. The summary is built on three questions: 1. Is the chancellor system necessary? Are there alternative solutions available? 2. What are the risks of the chancellor system currently implemented? 3. How the system of chancellors and consistory boards can be improved?


The book can be viewed (in Hungarian) here.