Single mind suffers double vision

Article Abstract:

Issues concerning the pros and cons of merger amongst institutes of higher education are examined in the light of the merger of London Guildhall and North London universities. It is argued that merger give universities the chance to make education research a priority, to look afresh at strategy and to persuade staff to review curriculum and assessment and teaching methods, but that it carries with it the threat that management will increase control over staff, who will begin to feel undervalued and demotivated, that tribalism will begin to break out between staff groups and that students will learn to play the two different staff groups off against each other.

London Guildhall University, North London University

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Shared vision is the key to the perfect alliance

Article Abstract:

The vice-chancellor of the University of Manchester, which is in the process of merging with the University of Manchester Institute of Science and Technology, argues that despite the failure of a number of proposed institutional mergers, under the right circumstances such mergers can be successful. Important factors for a successful merger include the sharing of a common vision, a common belief in the beneficial nature of the merger and the ability to convince those outside the institutions, such as stakeholders and regulatory bodies, that the merger is viable and needed.

University of Manchester, University of Manchester. Institute of Science and Technology

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Leeds Met enters a league of its own

Article Abstract:

Leeds Metropolitan University acquired a controlling stake in its local rugby union club, Leeds Tykes, in 2007, placing its own executives on the club's board and renaming it Leeds Carnegie.

Membership sports & recreation clubs, Other Amusement and Recreation Industries, Sports clubs, Leeds Metropolitan University

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