Library of Congress Cataloging-in-Publication Data

Contents

Preface

About the Author

List of Tables

List of Figures

Introduction

1.1. Research Rationale

1.2. Research Aims and Objectives

Research Aims

Research Objectives

Research Questions

1.3. Importance of the Study

1.4. Theoretical Framework and Research Methodology: An Overview

1.5. Organization of the Study

Research Methodology

2.1. The Interpretive-Hermeneutic Paradigm

2.2. Case Study Research Strategy

2.3. Methods of Data Collection

Documentary Data

Experiential Knowledge and Informal Observations

In-Depth Interviews

Quantitative Surveys

Organization of Field Trips

2.4. Limitations of the Study

2.5. Summary

Global Influences:

Decentralization and

Marketization in Higher Education

3.1. Neoliberalism and Higher Education

Characteristics of Neoliberalism

New Public Management

Higher Education and the Market

New Managerialism and Higher Education

3.2. Globalization and Higher

Education Restructuring

Various Perspectives on Globalization

The Impact of Globalization on Higher

Education Restructuring

3.3. Continuing Education in the Global Society

Changing Notions: from Continuing Education to

Lifelong Learning

Social and Economic Purposes of Continuing Education

3.4. Decentralization, Marketization and Institutional Change

Change in Distribution of Power

Change in Organizational Culture

3.5. Summary

Historical Perspectives: China’s Adult and Continuing Education

4.1. Context and Scale

The Pre-Reform Period (1949-1978)

Formalization of Adult Higher Education (1979-1992)

The Era of Lifelong Learning (1993-Present)

4.2. Structure and Management

Strategies for Reorganizing Structures and

Reforming Management

Adult Higher Education: A Pioneer of Reform in

Higher Education

4.3. Teaching and Learning

4.4. Summary

Driving Forces Behind the Reorganization of China’s Adult and Continuing Education

5.1. The Rapid Expansion of China’s Higher Education System

5.2. Domestic Factors: The Impact of Market-Driven Reform

The Forces of Market-Driven Economic Reforms

The Rising Demand for Professional Talent

5.3. External Influences: The Driver of China’s Higher Education System

American and other Western Influences

The Soviet Union Model

Hong Kong Examples

5.4. Summary

Changes in Institutional Structure: Decentralizing the Adult Higher Education System

6.1. Case Studies of Adult and Continuing Education in Chinese Universities

Tsinghua University: An Epitome

Zhejiang University: A Snapshot

Sun Yat-sen University: A Profile

6.2. Restructuring the Adult Higher

Education System

6.3. Delegating the Power and Authority

The Appointment and Recruitment of Staff Members

Program Design

The Choice of Collaborative Partners

Financial Independence

6.4. Developing the Center-Based Structure

Set-Up of Business Units

Effective Decision-Making

Self-Funding Operation

Lack of Horizontal Integration

Insufficient Authority

6.5. Summary

Business-Oriented Operation: Cultivating Entrepreneurial Culture

7.1. Designing Market-driven Programs

Targeting Student/Customer Needs

Trade-Oriented Curricular

Short Life-Span of Programs

Three Approaches of Program Development

Working Closely with the Business Community and the University

Capitalizing on the Expertise of the Professional Bodies

Collaborating with International Partners

7.2. Adopting the Marketing Strategies and Tactics in the Private Sector

The Role of Educational Agents

Program Promotion and Relationship Building

7.3. Establishing Customer-Centered

Quality Assurance

7.4. Embracing Entrepreneurial Culture

Adopting the Concept of Students as Clients

Creating the Market-Oriented Mission

Adapting to Change

Empowering Employees

Strengthening Internal Communications

Encouraging Team Work

7.5. Summary

Key Findings,

Discussion, and Conclusions

8.1. Key Findings and Issues Emerging from the Restructuring of Adult and Continuing Education in Chinese Universities

Transfer of Authority

Corporate Style of Management

Responsiveness to Market Needs

Learners as Customers

8.2. Consideration for Public Policy Making in China’s Adult and Continuing Education Sector

1. The Function of Adult and Continuing Education Should not be Limited to Professional Training

2. The Balance Between Adult and Continuing Education as a Social Institution And Adult and Continuing Education as a Self-Funding Business Entity Should be Maintained to Resist Complete Adaptation to Corporate Values in Adult and Continuing Education

3. The State Supervision Model Should be Strengthened Instead of Weakened in the Decentralization and Marketization of the Adult and Continuing Education Sector.

4. A New Mechanism of Quality Review Must be Established Along with the Restructuring of Adult and Continuing Education

5. Academic Staff with Strong Entrepreneurial Spirit Should be Recruited to Run Adult and Continuing Education Programs Instead of Hiring Those Only Having Strong Managerial Ability

8.3. Implications of the Restructuring with Regard to the Ongoing Theoretical

Work on Globalization

On the Source and Origin of the Reform

On the Relationship between Education and Human

Capital Development

On the Commodification of Knowledge

On the New Forms of Accountability

On the Changing Role of State in Education

8.4. Conclusions and Suggestions for

Further Study

References

APPENDIX 1

Questionnaire for Directors/Deputy Directors of Adult and Continuing Education Institutions in Chinese Universities

English and Chinese Versions

APPENDIX 2

Questionnaire for the Staff at Tsinghua University, Zhejiang University, and Sun Yat-sen University

English and Chinese Versions

APPENDIX 3

Topics Covered in In-depth Interviews at Tsinghua University, Zhejiang University and Sun Yat-sen University

Index

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