Editorial
The Need for the Assessment
of Operational Models
Culture defines the ways, in which we act in certain environments.
Likewise, the ways we act leave their mark
in the culture of that period. There are, for instance, ancient
names of operational, or working, environments
preserved in the Finnish vocabulary as surnames, such
as Virta (stream), Lahti (bay), Niemi (cape) or Aho (glade). In the German
culture, names typically describe the occupation, in other words
the operation itself, as in the following examples: Muller (Miller),
Schmidt (Blacksmith), Meyer (originally meaning Mayor), Becker
(originally Baker), Schäfer (shepherd), Fischer (Fisherman), or Bauer
(farmer). And let us add Humboldtian thinking to the list.
Culture changes on its own, for instance through technological
development, but it is also intentionally molded. The independence
given to Universities with the University Reform brought with it the
chances of re-examining the operational culture of each University
within restrictions set by legislation. The goals for changes in this area
are, however, defined in the Universities Act. Among these goals are
the enhancement of free research and education, as well as the offering
of teaching of higher quality.
The changes in the operational culture have to serve the fulfilling of
the basic duties of Universities. In addition to matters pertaining to
well-being at work, the changes are to be be evaluated also from this
angle.
The changes in the operational cultures of Universities have been
more dramatic than many people anticipated. The continuous development of the organizational structure is the result of
a more dynamic management, but it is very stressful
for the personnel. Concerns on the preserving of jobs
have also been on the increase. Employee cooperation
negitiations caused by factors concerning productivity
and economic issues have become common. At
times, it has seemed that we are using a sledgehammer
to crack a nut. At other quarters, major cooperation
negotiations have been executed without any
dismissals.
Other changes in operational culture concern at
least the decision-making system and recruitments.
The centralizing of decision-making has meant the
transferral of decision-making power from the personnel
to the management. This has had both anticipated
and unanticipated changes to the life of the
working community. In the context of changes like
these, many tacit and non-verbal messages related to
the new position of the personnel in the organisation
are also mediated.
The motives of those who are against these
changes can always be passed off as ordinary change
resistance. The continuing changes are annoying and
burdening. Changes are resisted also for moral reasons.
They are seen to be representing neoliberalist
ideologies. The views on this are located on the axes
of collegiality and managerialism, and Humboldt versus
business University. This discussion is important
and the questions posed are well established.
However, this is not merely a question of change
resistance or attitudes towards change. Following the
University Reform, power has been transferred away
from the personnel at fair speed. This tendency can be
observed in every University and at all levels. Could
this be the time to stop for a moment to assess the executed
changes from the viewpoint of the basic duties
of Universities and from the angle of occupational
welfare?
Changes in the operational environment have a juncture
with the basic duties as the provider of education,
too. The contents and values that are being conveyed
through education are credible only if they are
in line with the operational culture of the working
community.
We are under obligation by the Universities Act
to raise students for the service of the society. The
law does not define the contents of this mission. The
textual content of the law does, however, define the
difference between Universities and business corporations.
Businesses do not have the same kind of duty
for educational services as Universities do. Neither do
they have the tradition for acting in the name of promoting
democracy and active citizenship.
Seppo Sainio
Chair,
The Union for University
Teachers and Researchers in Finland (YLL)
- Painetussa lehdessä sivu 40
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