[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-0-en-105":3,"doc-detail-595330-en":59,"doc-seo-595330-105":80},{"code":4,"msg":5,"data":6},0,"success",[7,13,18,23,28,33,38,43,48,51,55],{"id":8,"doc_module":4,"doc_module_name":9,"category_name":10,"show_sort_weight":11,"slug":12},1,"Document","Story & Novel",90,"story-novel",{"id":14,"doc_module":4,"doc_module_name":9,"category_name":15,"show_sort_weight":16,"slug":17},2,"Literature",80,"literature",{"id":19,"doc_module":4,"doc_module_name":9,"category_name":20,"show_sort_weight":21,"slug":22},4,"Exam",70,"exam",{"id":24,"doc_module":4,"doc_module_name":9,"category_name":25,"show_sort_weight":26,"slug":27},5,"Comic",60,"comic",{"id":29,"doc_module":4,"doc_module_name":9,"category_name":30,"show_sort_weight":31,"slug":32},6,"Technology",50,"technology",{"id":34,"doc_module":4,"doc_module_name":9,"category_name":35,"show_sort_weight":36,"slug":37},7,"Healthcare",40,"healthcare",{"id":39,"doc_module":4,"doc_module_name":9,"category_name":40,"show_sort_weight":41,"slug":42},8,"Research & Report",30,"research-report",{"id":44,"doc_module":4,"doc_module_name":9,"category_name":45,"show_sort_weight":46,"slug":47},9,"Religion & Spirituality",20,"religion-spirituality",{"id":46,"doc_module":4,"doc_module_name":9,"category_name":49,"show_sort_weight":46,"slug":50},"World Cup","world-cup",{"id":52,"doc_module":4,"doc_module_name":9,"category_name":53,"show_sort_weight":52,"slug":54},10,"Lifestyle","lifestyle",{"id":56,"doc_module":4,"doc_module_name":9,"category_name":57,"show_sort_weight":24,"slug":58},19,"General","general",{"code":4,"msg":5,"data":60},{"doc_id":61,"user_id":62,"nickname":63,"user_avatar":64,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":66,"doc_content":67,"file_id":68,"file_url":69,"file_type":70,"file_size":71,"view_count":34,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":72,"language":73,"language_code":74,"site_id":75,"html_lang":74,"table_of_contents":76,"faqs":77,"seo_title":78,"seo_description":66,"update_tm":79,"read_time":39,"preview_page_count":4},595330,24464137899374,"Blitz","https://us-avatar.wpscdn.com/davatar_3d24733baf745e90a7e4bdd5f77d97b2","Enterprise Bargaining Principle - Notes","The text analyzes corporate managerialism and how centralized executive authority reshapes public education and higher education employment conditions. It explains organizational mechanisms such as enterprise bargaining, self-managing budgetary units, and the replacement of collegial policy systems with executive management structures. It then evaluates likely effects of enterprise bargaining on Australian industrial relations in higher education following the National Wage Case decision on 30 October 1991.","Wiliams B(1989),“Stacus and conditions ofemployment at che Universiey ofSydney\",Asstralian seversines'Reuiew,Vol,32,No 2,pp 24-26.Yeatman A(1991),\"Corporate Managerialism:an Overview\",paper pre-sented ata NSWTeachers'Federation Conferenceticled \"The Managementof Piblic Education;aquestion of balance”,March 1991,Sydney.  \n# Notes\n\n1.For good critiques of the “new managerialism”-referred to in cheiiteracure as “corporate managerialism”-see Considine(1990)and Yeacman(1991)  \n2.Though it should be noted chat Dr Blackford in his articlein this issuecakes a different view,referring to\"stifling over-regulation and overly com-plex regulation of personnel practices”,  \n3.The devastatingconsequences of a combination of the new managerial-ismand rhe Dawkins changes are described graphically by Yeatman(1991,3):Instead of zhere beizng a commitee system of policy making,wohere theculurz ofdecision-making is a collegial culrre,and the Vice-Chancelloris first amongequals,there has developed a centralised uzit ofexecutiveauthority cohich asserts its authonity as that of an employer over theacademic staff,now redefined as employees.How was this achieved?Bymakingeachhighereducarion insirunion aself-managingbudgetary anit,  \ni.e,a unit torich receies a fixed allocation from the government inrelanion to a guasi-performance conract ohere is is clear that theinstituton is responsible for adding to shese resoures hrough thecomzmercialisation ofits services ohere ar allpossible.Instead ofthe Vice-Chancellor acing as a channel and broker of claisms from rhe collegial  \nC0纳sniry ofthe uieersitytoCanberraformere r2sosrces inrelasiongocplanngprocess and cerzain zoell-knoon r2source formukae,the Vice-Chancellor becomes the Chif Ezcecuice Oficer of a higher edscaionC0mmerial enterprise.His or herjob is to develop a judicious six ofcarrot and stick to get the employees of this enterprise to perform at anoprimal level,not o bestou on them his collegial respect.The commiteesystem is rplaced by a syszem of cemzrazlised execzutirce managementcombined oih deuolution of budgetary mGsagement to the School orFaculy leel.This mearns thar Desns of Schools/Faculties become theeqsiualent ofa branch masnager,Like ary good branch manager,theirroleisto rouble-shootthe clcims ofemployees and clients at that level,notro rzfer them spoards.Within the SchoolorFaczly,the committe systemis reshaped in relarion go the increase of the Dean's potoer and manage-zenr prerogate,  \nIn general,there is a decrease in policy-oriented debate within thesnsirunion,an increase in self-regarding behaviour on the part ofscademics,andamore orles scrupulots commerzialisation ofacademicservices to anyone who oill buy them,incuding of cowrsefull-fee foreignstudents.The professional pride,moraliy and ethic of academics is lefto sloohy drif croary as an irelevance and quaint anachronism.  \n4.Though it is interesting co note that the AHEIAis less chan pleased withthe operation of the new dismissal procedures,concluding thar they are“administratively difficule toimplement,costly,open to abuse,and unneces-sarily destabilisingon ocher staffand students”.IndusirialUpdate lssueNo15,October 1991 pp4-8 at8.  \n5.See furzher Mr ShawQ.C.'s article in this issue.  \n    \nThe introduction of an enterprise bargaining principle into Aus-tralian wage fixation,as a result of the Nacional Wage Case decisionof 30 October 1991,is not likely to have a rapid effect on industrialrelations processesinchehighereducation sectorora dramaticeffectupon the sector's operations in 1992.The nature of the Bench'sdecision makes me incline to this view more than when I originallyplanned to produce this paper -having regard to the constrainedsystem ofenterprise bargainingwhich has actuallybeenintroduced.In particular,I believe that changes to the role of the employerassociation representing higher education institutions,the Austral-ian Higher Education Industria!Associacion(AHEIA),are likely tobe modest for the foreseeable future.This i","cbCaigCncj7UuqsU","https://ap.wps.com/l/cbCaigCncj7UuqsU","pdf",344161,3,"English","en",105,"# Notes\n## Corporate managerialism and governance change\n## Enterprise bargaining and industrial relations impact\n## Likely limits and future scenarios","[{\"question\":\"What change does the text describe in higher education governance and authority?\",\"answer\":\"It describes a shift from collegial, committee-based policy-making toward centralized executive authority, where the vice-chancellor becomes a chief executive officer over staff as employees.\"},{\"question\":\"How is enterprise bargaining expected to affect Australian industrial relations in higher education?\",\"answer\":\"The text argues that the introduction of enterprise bargaining principles is not likely to have a rapid effect, with likely only modest changes in the foreseeable future.\"},{\"question\":\"Which types of work for employer associations does the text expect to continue despite organizational change?\",\"answer\":\"It expects employer associations to keep providing advice on individual personnel decisions, assisting in discipline matters, contesting unfair dismissal claims, and handling disputes about awards and contracts.\"}]","Enterprise Bargaining Principle - Notes | 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change does the text describe in higher education governance and authority?","Question",{"text":127,"@type":128},"It describes a shift from collegial, committee-based policy-making toward centralized executive authority, where the vice-chancellor becomes a chief executive officer over staff as employees.","Answer",{"name":130,"@type":125,"acceptedAnswer":131},"How is enterprise bargaining expected to affect Australian industrial relations in higher education?",{"text":132,"@type":128},"The text argues that the introduction of enterprise bargaining principles is not likely to have a rapid effect, with likely only modest changes in the foreseeable future.",{"name":134,"@type":125,"acceptedAnswer":135},"Which types of work for employer associations does the text expect to continue despite organizational change?",{"text":136,"@type":128},"It expects employer associations to keep providing advice on individual personnel decisions, assisting in discipline matters, contesting unfair dismissal 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