Australian Universities in Crisis: Decades of Managerialism and Marketization
Australia's universities are currently embroiled in a profound crisis, but this situation has been developing over many decades. Federal and state government inquiries have highlighted severe issues with governance, financial transparency, and managerial decision-making. The pressure on university leadership, particularly well-compensated vice-chancellors, is intensifying significantly.
The Roots of the Crisis: Globalisation and Austerity
Changes in the global economy during the 1970s and 1980s forced industries to adapt quickly, often by cutting costs and implementing austerity measures. This shift impacted universities as well, with the federal government stepping in to consolidate higher education institutions, spread tuition costs, and expand enrolments. This move aimed to prepare more individuals for white-collar professions rather than blue-collar manufacturing jobs, leading to a dramatic increase in university students worldwide.
With this growth, universities became larger and more complex, resulting in a multiplication of university managers. The relationship with government evolved, with management being asked to respond to complex systems of incentives and disincentives, effectively turning higher education into a business-oriented model.
The Rise of Managerialism and Marketization
Fans of managerialism argued that traditional university structures were outdated and needed to become more agile to respond to the global economy. However, this approach created a conflict between bosses and academics. Management began to view academics as a workforce to be controlled rather than as collaborators in an educational mission.
Concurrently, the marketization of education, which began in the early 1980s, skewed the university's mission. Instead of focusing on teaching and learning relationships, universities became preoccupied with gaming metrics to attract students and funding.
Impact on Staff and Students
The consequences have been severe for both staff and students. Professional and academic staff face relentless, often unexplained cuts, with some cases leading to psychological harm and stop-work orders from safety authorities. Students, on the other hand, grapple with unaffordable housing, exacerbated intergenerational inequality, and growing levels of student debt, all while facing the looming threat of AI in the job market.
Potential Solutions for Reform
Higher education commentators typically propose three possible solutions to address this crisis. The first involves increased government funding, with hopes that resources will be directed toward meaningful improvements rather than superficial projects. The second suggests reorienting policymakers away from market levers and toward the public good.
A third, more preferred solution advocates for better connecting universities to their communities and implementing more democratic internal decision-making systems. Since university bosses are part of the problem, significant change is unlikely without broader involvement in governance.
History shows that universities were not always like this, and with concerted effort, they can be reformed to prioritize education over metrics and control.
