New Managerialism in Higher Learning Institutions: A Case of University of DAR ES SALAAM and University of ZAMBIA

This paper aimed at exploring new managerialism in higher learning institutions by focusing on changes on organizational structures. This is contrary to existing literature on transformations taking place in higher learning institutions in developing countries whose focus has been on effects on equity issues and reaction from academic members of staff. Four themes: de-bureaucratization, auditing quality of services, performance appraisals and information technology are used to review what has been going on in terms of adoption of new managerial techniques and methods at the two institutions. From this review this paper argues that while new managerialism in higher learning institutions is capable of improving quality of service and performance, it also has potential of bureaucratizing the organizations. An outcome that is not desirable in new public management models. The paper makes suggestion on how this can be avoided by management and concludes that there is need for more empirical work to examine how organizational structures are unfolding due to many initiatives and efforts aimed at improving quality and performance in higher learning institutions.