"Ford Motor Company would not have survived the competition had it not been for an emphasis on results. We must view education the same way," the U.S. Secretary of Education declared in 2003. But is he right? In this provocative new book, Larry Cuban takes aim at the alluring cliché that schools should be more businesslike, and shows that in its long history in business-minded America, no one has shown that a business model can be successfully applied to education.
In this straight-talking book, one of the most distinguished scholars in education charts the Gilded Age beginnings of the influential view that American schools should be organized to meet the needs of American businesses, and run according to principles of cost-efficiency, bottom-line thinking, and customer satisfaction.
Not only are schools by their nature not businesslike, Cuban argues, but the attempt to run them along business lines leads to dangerous over-standardization--of tests, and of goals for our children. Why should we think that there is such a thing as one best school? Is "college for all" achievable--or even desirable? Even if it were possible, do we really want schools to operate as bootcamps for a workforce? Cuban suggests that the best business-inspired improvement for American education would be more consistent and sustained on-the-job worker training, tailored for the job to be done, and business leaders' encouragement--and adoption--of an ethic of civic engagement and public service.
Newfield views management as neither inherently good nor bad, but rather as a challenge to and tool for negotiating modern life. In Ivy and Industry he integrates business and managerial philosophies from Taylorism through Tom Peters’s “culture of excellence” with the speeches and writings of leading university administrators and federal and state education and science policies. He discusses the financial dependence on industry and government that was established in the university’s early years and the equal influence of liberal arts traditions on faculty and administrators. He describes the arrival of a managerial ethos on campus well before World War II, showing how managerial strategies shaped even fields seemingly isolated from commerce, like literary studies. Demonstrating that business and the humanities have each had a far stronger impact on higher education in the United States than is commonly thought, Ivy and Industry is the dramatic story of how universities have approached their dual mission of expanding the mind of the individual while stimulating economic growth.
Can university-based scientific research contribute to the economic development of a region? Can it generate wealth for the university? American universities are under increasing pressure to maximize their economic contributions. Tapping the Riches of Science offers a rigorous and far-sighted explanation of this controversial and little-understood movement.
Just how do universities contribute to innovation in industry? How have state legislatures promoted local university commitments to economic relevance? And how has the pressure to be economically productive affected the core academic missions of teaching and research? Drawing from a range of social science analyses, campus interviews, and examples of university-industry partnerships, Roger Geiger and Creso Sá reveal the ways that economic development has been incorporated into university commitments.
Noting enduring cultural differences between the academic and business worlds, Geiger and Sá deflate both suspicious and overconfident views. They show how elusive success can be for embryonic discoveries with as-yet-unclear applications. Warning against promising—and expecting—too much, Tapping the Riches of Science nonetheless makes a strong case for the long-term promise of practical uses for academic research.
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