Differentiation and Orientation

Allan P. O. Williams

Chapter 10 in The Rise of Cass Business School, 2006, pp 131-136 from Palgrave Macmillan

Abstract: Abstract A strategy to differentiate management (and thus the School) from the rest of the University was apparent from the earliest days. Before becoming a university, ‘liberal studies’ was intended as a means of broadening the education of engineers and scientists, and was not associated with academic endeavour. Tait, Leyton, the Advisory Body and the early pioneers of management education at the Northampton College were determined that ‘management’ should be taught at the highest academic standard. Creating an independent department and a separate Board of Studies were the start of this process of differentiation. Several subsequent developments already mentioned accentuated this process, including: the formation of Advisory Panels in the 1970s (see Appendix 3); the Griffiths and Murray paper floating the idea of privatising business schools which resulted in the establishment of the Business School Council and the Finance Sub-Committee; the geographical separation from the University and the corresponding physical proximity to the City. Also the move into the bespoke building in Bunhill Row allowed the School to manage many of its own services.

Keywords: Business School; Psychological Contract; International Finance; Advisory Panel; Liberal Study (search for similar items in EconPapers)
Date: 2006
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-62481-8_10

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DOI: 10.1057/9780230624818_10

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