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THE CHARACTERIZATION OF MANAGEMENT PROCESSES IN HIGHER EDUCATION INSTITUTIONS IN MOZAMBIQUE. COLLEGIALITY, MANAGERIALISM AND OTHER CONJUGATED FACTORS

manotio@yahoo.com.br

Post-Doctorate and Integrated Researcher of OBSERVARE/UAL. Associate Professor and General Director of ISCIM - Instituto Superior de Comunicação e Imagem de Moçambique (Mozambique). PhD in Higher Education Studies and master’s in Public Management from the University of Aveiro. Post-Graduate in Public Policy and Development Administration from the School of Public and Development Management, University of the Witwatersrand, South Africa.

renato.pereira@iscte-iul.pt

Integrated Researcher at OBSERVARE/UAL where he coordinates the line of research Economic Spaces and Resource Management. Professor of General Management at ISCTE Business School, ISCTE – University Institute of Lisbon (Portugal). Between 2018 and 2020 he coordinated the Seminar on Geoeconomy and Transnationalisation of the Economies of the PhD in International Relations: Geopolitics and Geoeconomy of the Universidade Autónoma de Lisboa. PhD in Management Sciences at the Université Paris Dauphine.

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Resumo

This article discusses the transposition of the principles normally applied in business management to Higher Education Institutions (HEI). In particular, it discusses the influence exerted by managerialism in the structuring and operation of Higher Education Institutions. In the empirical study conducted in Mozambique, the positions of different actors on different dimensions and categories of the problem are analyzed, supported by a methodology of qualitative analysis from a sample of 9 IES. The main conclusions reveal that in Mozambican higher education there remains a certain resistance from the higher education communities, particularly from its professionals, to the intrusion of managerialism, highlighting a position favorable to collegiality and democracy. Despite the existing criticism, some (minority) actors recognize the influence of managerialist contributions to the objectives of higher education and the design and materialization of HEI management, proposing a hybrid model that associates the two dimensions. The study also reveals a deficit in the participation of the higher education community in management and decision-making processes, making it difficult to apply the collegial model.

O presente artigo discute a transposição dos princípios normalmente aplicados na gestão empresarial para as Instituições de Ensino Superior (IES). Discute-se, nomeadamente, a influência exercida pelo managerialismo na estruturação e funcionamento das Instituições de Ensino Superior. No estudo empírico conduzido em Moçambique, procede-se à análise dos posicionamentos de distintos atores sobre diferentes dimensões e categorias do problema, sustentado por uma metodologia de análise qualitativa a partir de uma amostra de 9 IES. As principais conclusões revelam que no ensino superior moçambicano permanece uma certa resistência das comunidades do ensino superior, particularmente dos seus profissionais, à intromissão do managerialismo, destacando-se um posicionamento favorável à colegialidade e à democraticidade. Não obstante o criticismo existente, alguns atores (minoritários) reconhecem a influência dos aportes managerialistas aos objetivos do ensino superior e à conceção e materialização da gestão das IES, propondo um modelo híbrido que associe as duas dimensões. O estudo revela, igualmente, um deficit de participação da comunidade do ensino superior nos processos de gestão e de tomada de decisão, dificultando a aplicabilidade do modelo colegial.

Palavras-chave

Higher EducationManagementManagerialismMozambique

Ensino SuperiorGestãoManagerialismoMoçambique

Como citar este artigo

Omar, Moamede Naguibe; Pereira, Renato (2020). “The characterization of management processes in Higher Education Institutions in Mozambique. Collegiality, managerialism and other conjugated factors”. In Janus.net, e-journal of international relations. Vol. 11, No. 2 Consulted [online] at date of last visit, DOI: https://doi.org/10.26619/1647-7251.11.2.12

Article received on 21 May, 2020 and accepted for publication on 4 October, 2020