• Summary
  • Contents
  • Subject index

The incorporation of the further education sector in 1993 was followed by a period of extreme turbulence. Colleges plunged into the complex task of managing huge organizations while under pressure from cuts in funding and a steady expansion in the number and range of students. While financial scandals may have attracted attention, the success of the further education sector in continuing to provide a vital educational service for millions of people has been less recognized. Despite the significant contribution of the sector to education and training, practitioners struggle to find adequate research evidence on which to base reflection and practice. They need material relevant to the specific situation of managers working w

Managing Marketing
Managing marketing
‘Marketization’ of the Sector

During the 1990s a rather negative view of further education pre-1993 was promulgated, suggesting that up to incorporation, the sector was myopic in relation to the needs of the community (Coleman, 1994), product driven (Hatton and Sedgemore, 1992) and unresponsive. This analysis also suggested that the government response to this perceived failure was to open colleges to a much greater degree of competition through incorporation, thereby establishing the ‘marketization’ of the sector. It was anticipated that this would act as a spur for colleges to achieve greater responsiveness and improved quality. A debate on the effects of opening colleges to competition has followed, examining how far the supposed intended results have been achieved, whether the curriculum and/or the student ...

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