Still going strong today, The Open University, Britain’s national correspondence – TV – radio University, excited much controversy when it first opened and in 1973 awarded its first degrees. With its adult, part-time students, its freedom from formal entrance qualifications, it deliberately questioned many orthodoxies of higher education at the time. Yet the OU differed so much from other universities that few outsiders grasped quite how complex, quite how revolutionary, quite how downright infuriating the OU was, or could be.Originally published in 1974, this book gives a first-hand account of what the OU was about and what it felt like to be an OU student or lecturer. The articles in the collection – edited by Jeremy Tunstall, himself on the OU staff – include contributions from outside observers, from OU staff, and from OU students. This is an unofficial yet informed and lively account of what it felt like in 1974, and what it felt like in the early days, to be part of a project so controversial and progressive.

This historical perspective on The Open University, founded in 1969, frames its ethos (to be open to people, places, methods and ideas) within the traditions of correspondence courses, commercial television, adult education, the post-war social democratic settlement and the Cold War. A critical assessment of its engagement with teaching, assessment and support for adult learners offers an understanding as to how it came to dominate the market for part-time studies. It also indicates how, as the funding and status of higher education shifted, it became a loved brand and a model for universities around the world. Drawing on previously ignored or unavailable records, personal testimony and recently digitised broadcast teaching materials, it recognises the importance of students to the maintenance of the university and places the development of learning and the uses of technology for education over the course of half a century within a wider social and economic perspective.

Through a series of empirically and theoretically informed reflections, Opening Up the University offers insights into the process of setting up and running programs that cater to displaced students. Including contributions from educators, administrators, practitioners, and students, this expansive collected volume aims to inspire and question those who are considering creating their own interventions, speaking to policy makers and university administrators on specific points relating to the access and success of refugees in higher education, and suggests concrete avenues for further action within existing academic structures.

This critical analysis of the state of open and flexible learning examines the characteristics, needs and learning approaches of students, considers whether or not current provision is successful and how student retention can be improved.

Experts discuss the potential for open education tools, resources, and knowledge to transform the economics and ecology of education. Given the abundance of open education initiatives that aim to make educational assets freely available online, the time seems ripe to explore the potential of open education to transform the economics and ecology of education. Despite the diversity of tools and resources already available—from well-packaged course materials to simple games, for students, self-learners, faculty, and educational institutions—we have yet to take full advantage of shared knowledge about how these are being used, what local innovations are emerging, and how to learn from and build on the experiences of others. Opening Up Education argues that we must develop not only the technical capability but also the intellectual capacity for transforming tacit pedagogical knowledge into commonly usable and visible knowledge: by providing incentives for faculty to use (and contribute to) open education goods, and by looking beyond institutional boundaries to connect a variety of settings and open source entrepreneurs. These essays by leaders in open education describe successes, challenges, and opportunies they have found in a range of open education initiatives. They approach—from both macro and micro perspectives—the central question of how open education tools, resources, and knowledge can improve the quality of education. The contributors (from leading foundations, academic institutions, associations, and projects) discuss the strategic underpinnings of their efforts first in terms of technology, then content, and finally knowledge. They also address the impact of their projects, and how close they come to achieving a vision of sustainable, transformative educational opportunities that amounts to much more than pervasive technology. Through the support of the Carnegie Foundation for the Advancement of Teaching, an electronic version of this book is openly available under a Creative Commons license at The MIT Press Web site, http://mitpress.mit.edu. Contributors Richard Baraniuk, Randy Bass, Trent Batson, Dan Bernstein, John Seely Brown, Barbara Cambridge, Tom Carey, Catherine Casserly, Bernadine Chuck Fong, Ira Fuchs, Richard Gale, Mia Garlick, Gerard Hanley, Diane Harley, Mary Huber, Pat Hutchings, Toru Iiyoshi, David Kahle, M. S. Vijay Kumar, Andy Lane, Diana Laurillard, Stuart Lee, Steve Lerman, Marilyn Lombardi, Phil Long, Clifford Lynch, Christopher Mackie, Anne Margulies, Owen McGrath, Flora McMartin, Shigeru Miyagawa, Diana Oblinger, Neeru Paharia, Cheryl Richardson, Marshall Smith, Candace Thille, Edward Walker, David Wiley

In the last decade, due to factors of ICT infrastructural and broadband maturation, rising levels of educational attainment and computer literacy, and diversification strategies, e-learning has exploded in the Middle East and North Africa (MENA) region. However, significant barriers remain in the region’s e-learning development: lack of research on outcomes and effectiveness, paucity of Arabic language learning objects, monopolies and high cost of telecommunications, cultural taboos, accreditation, censorship, and teacher training. This unique volume is the first comprehensive effort to describe the history, development, and current state of e-learning in each of the 20 MENA countries from Algeria to Yemen. Each entry is expertly written by a specialist who is acutely familiar with the state of e-learning in their respective country, and concludes with a bibliography of key reports, peer-reviewed books and articles, and web resources. E-Learning in the Middle East and North Africa (MENA) proves itself as a vital compendium for a wide readership that includes academics and students, transnational program directors, international education experts, MENA government departments, commercial vendors and investors, and ICT development and regulatory agencies involved in e-learning in the Middle East.

How can you turn an English department into a revenue center? How do you grade students if they are "customers" you must please? How do you keep industry from dictating a university's research agenda? What happens when the life of the mind meets the bottom line? Wry and insightful, Shakespeare, Einstein, and the Bottom Line takes us on a cross-country tour of the most powerful trend in academic life today--the rise of business values and the belief that efficiency, immediate practical usefulness, and marketplace triumph are the best measures of a university's success. With a shrewd eye for the telling example, David Kirp relates stories of marketing incursions into places as diverse as New York University's philosophy department and the University of Virginia's business school, the high-minded University of Chicago and for-profit DeVry University. He describes how universities "brand" themselves for greater appeal in the competition for top students; how academic super-stars are wooed at outsized salaries to boost an institution's visibility and prestige; how taxpayer-supported academic research gets turned into profitable patents and ideas get sold to the highest bidder; and how the liberal arts shrink under the pressure to be self-supporting. Far from doctrinaire, Kirp believes there's a place for the market--but the market must be kept in its place. While skewering Philistinism, he admires the entrepreneurial energy that has invigorated academe's dreary precincts. And finally, he issues a challenge to those who decry the ascent of market values: given the plight of higher education, what is the alternative? Table of Contents: Introduction: The New U Part I: The Higher Education Bazaar 1. This Little Student Went to Market 2. Nietzsche's Niche: The University of Chicago 3. Benjamin Rush's "Brat": Dickinson College 4. Star Wars: New York University Part II: Management 101 5. The Dead Hand of Precedent: New York Law School 6. Kafka Was an Optimist: The University of Southern California and the University of Michigan 7. Mr. Jefferson's "Private" College: Darden Graduate School of Business Administration, University of Virginia Part III: Virtual Worlds 8. Rebel Alliance: The Classics Departments of Sixteen Southern Liberal Arts Colleges 9. The Market in Ideas: Columbia University and the Massachusetts Institute of Technology 10. The British Are Coming-and Going: Open University Part IV: The Smart Money 11. A Good Deal of Collaboration: The University of California, Berkeley 12. The Information Technology Gold Rush: IT Certification Courses in Silicon Valley 13. They're All Business: DeVry University Conclusion: The Corporation of Learning Notes Acknowledgments Index Reviews of this book: An illuminating view of both good and bad results in a market-driven educational system. --David Siegfried, Booklist Reviews of this book: Kirp has an eye for telling examples, and he captures the turmoil and transformation in higher education in readable style. --Karen W. Arenson, New York Times Reviews of this book: Mr. Kirp is both quite fair and a good reporter; he has a keen eye for the important ways in which bean-counting has transformed universities, making them financially responsible and also more concerned about developing lucrative specialties than preserving the liberal arts and humanities. Shakespeare, Einstein, and the Bottom Line is one of the best education books of the year, and anyone interested in higher education will find it to be superior. --Martin Morse Wooster, Washington Times Reviews of this book: There is a place for the market in higher education, Kirp believes, but only if institutions keep the market in its place...Kirp's bottom line is that the bargains universities make in pursuit of money are, inevitably, Faustian. They imperil academic freedom, the commitment to sharing knowledge, the privileging of need and merit rather than the ability to pay, and the conviction that the student/consumer is not always right. --Glenn C. Altschuler, Philadelphia Inquirer Reviews of this book: David Kirp's fine new book, Shakespeare, Einstein, and the Bottom Line, lays out dozens of ways in which the ivory tower has leaned under the gravitational influence of economic pressures and the market. --Carlos Alcal', Sacramento Bee Reviews of this book: The real subject of Kirp's well-researched and amply footnoted book turns out to be more than this volume's subtitle, 'the marketing of higher education.' It is, in fact, the American soul. Where will our nation be if instead of colleges transforming the brightest young people as they come of age, they focus instead on serving their paying customers and chasing the tastes they should be shaping? Where will we be without institutions that value truth more than money and intellectual creativity more than creative accounting? ...Kirp says plainly that the heart of the university is the common good. The more we can all reflect upon that common good--not our pocketbooks or retirement funds, but what is good for the general mass of men and women--the better the world of the American university will be, and the better the nation will be as well. --Peter S. Temes, San Francisco Chronicle Reviews of this book: David Kirp's excellent book Shakespeare, Einstein, and the Bottom Line provides a remarkable window into the financial challenges of higher education and the crosscurrents that drive institutional decision-making...Kirp explores the continuing battle for the soul of the university: the role of the marketplace in shaping higher education, the tension between revenue generation and the historic mission of the university to advance the public good...This fine book provides a cautionary note to all in higher education. While seeking as many additional revenue streams as possible, it is important that institutions have clarity of mission and values if they are going to be able to make the case for continued public support. --Lewis Collens, Chicago Tribune Reviews of this book: In this delightful book David Kirp...tells the story of markets in U.S. higher education...[It] should be read by anyone who aspires to run a university, faculty or department. --Terence Kealey, Times Higher Education Supplement The monastery is colliding with the market. American colleges and universities are in a fiercely competitive race for dollars and prestige. The result may have less to do with academic excellence than with clever branding and salesmanship. David Kirp offers a compelling account of what's happening to higher education, and what it means for the future. --Robert B. Reich, University Professor, Brandeis University, and former U.S. Secretary of Labor Can universities keep their purpose, independence, and public trust when forced to prove themselves cost-effective? In this shrewd and readable book, David Kirp explores what happens when the pursuit of truth becomes entwined with the pursuit of money. Kirp finds bright spots in unexpected places--for instance, the emerging for-profit higher education sector--and he describes how some traditional institutions balance their financial needs with their academic missions. Full of good stories and swift character sketches, Shakespeare, Einstein, and the Bottom Line is engrossing for anyone who cares about higher education. --Laura D'Andrea Tyson, former Chair, Council of Economic Advisers David Kirp wryly observes that "maintaining communities of scholars is not a concern of the market." His account of the state of higher education today makes it appallingly clear that the conditions necessary for the flourishing of both scholarship and community are disappearing before our eyes. One would like to think of this as a wake-up call, but the hour may already be too late. --Stanley Fish, Dean of the College of Liberal Arts and Sciences, the University of Illinois at Chicago This is, quite simply, the most deeply informed and best written recent book on the dilemma of undergraduate education in the United States. David Kirp is almost alone in stressing what relentless commercialization of higher education does to undergraduates. At the same time, he identifies places where administrators and faculty have managed to make the market work for, not against, real education. If only college and university presidents could be made to read this book! --Stanley N. Katz, Center for Arts and Cultural Policy Studies, Princeton University Once a generation a book brilliantly gives meaning to seemingly disorderly trends in higher education. David Kirp's Shakespeare, Einstein, and the Bottom Line is that book for our time [the early 21st century?]. With passion and eloquence, Kirp describes the decline of higher education as a public good, the loss of university governing authority to constituent groups and external funding sources, the two-edged sword of collaboration with the private sector, and the rise of business values in the academy. This is a must read for all who care about the future of our universities. --Mark G. Yudof, Chancellor, The University of Texas System David Kirp not only has a clear theoretical grasp of the economic forces that have been transforming American universities, he can write about them without putting the reader to sleep, in lively, richly detailed case studies. This is a rare book. --Robert H. Frank, Johnson Graduate School of Management, Cornell University David Kirp wanders America's campuses, and he wonders--are markets, management and technology supplanting vision, values and truth? With a large dose of nostalgia and a penchant for academic personalities, he ponders the struggles and synergies of Ivy and Internet, of industry and independence. Wandering and wondering with him, readers will feel the speed of change in contemporary higher education. --Charles M. Vest, President, Massachusetts Institute of Technology