Master of Arts in Higher Education Management [MA(HEM)] [*Subject to University’s Approval]

Student Development and Support in Higher Education

This course examines the leadership, organisation, and professional practice of student affairs and support services within higher education institutions, with a particular focus on Chinese Mainland and Greater Bay Area contexts. Drawing on student development theories, organisational leadership models, and contemporary policy frameworks, students will explore key functional areas such as student advising, career development, residential life, mental health and well-being support, diversity and inclusion initiatives, student conduct, crisis management, and first-year experience programmes. The course integrates case studies from elite Chinese universities and GBA cross-border challenges, emphasising practical strategies for promoting student success, equity, and holistic development. Through reflective analysis and application of leadership theories, students will develop competencies to design, implement, and evaluate student support initiatives that align with institutional strategic goals and contribute to effective higher education management.

Quality Assurance Mechanisms in Higher Education

This course examines the structures, processes, and policies that govern higher education institutions, systems and academic programmes. Students will explore models of governance, including institutional hierarchy, managerialism, and stakeholder involvement, alongside key policy frameworks at national and institutional levels. Quality assurance mechanisms—such as accreditation, ranking systems, internal audits, and performance indicators—will be analysed critically in terms of their impact on institutional autonomy, accountability, and improvement. Particular attention is given to policy developments in Chinese Mainland with specific focus on the Greater Bay Area, and the relation between global standards and local priorities. Through case studies and policy analysis, students will develop skills to evaluate and influence governance arrangements that promote transparency, equity, and institutional effectiveness in a rapidly changing higher education landscape.

University Ranking and Data-driven Strategic Development

This course equips students with the knowledge and skills to harness data analytics for strategic decision-making and institutional planning in higher education. Participants will examine how data-driven approaches can inform enrolment forecasting, resource allocation, performance measurement, quality enhancement, and long-term strategic planning. Topics include the fundamentals of learning analytics, institutional research methods, key performance indicators, predictive modelling, and ethical considerations in data use. Drawing on real-world cases from universities worldwide, with emphasis on Asian contexts facing rapid expansion and competition, students will learn to translate complex data into actionable strategies that support institutional effectiveness, student success, and sustainable development. The course emphasises practical tools and frameworks to foster evidence-based leadership in an increasingly data-rich higher education environment.

Teaching and Learning Management in Higher Education

This course explores the core principles and strategic practices of managing teaching and learning processes in higher education institutions. Students will examine contemporary pedagogical theories, curriculum design, innovative instructional methods, and assessment strategies that promote active, inclusive, and effective student learning. Key topics include fostering learner engagement, integrating technology and digital tools in teaching, supporting diverse student populations, promoting evidence-based teaching improvements, and leading faculty development initiatives. Emphasis is placed on institutional-level management of teaching quality, such as curriculum alignment with learning outcomes, quality enhancement frameworks, and responses to external pressures like accreditation and student feedback. Drawing on regional and international case studies from Chinese and global universities, students will develop practical tools for strategic decision-making to elevate teaching excellence, support academic innovation, and contribute to institutional mission and student success in dynamic higher education environments.

Foundations of Higher Education Management 

This course provides a comprehensive introduction to the core principles, theories, and historical evolution of higher education management. Students will explore diverse models of university governance, from traditional academic-led systems to contemporary market-oriented and entrepreneurial approaches. Key topics include the market forces and institutional autonomy in shaping higher education; the impact of globalisation and digital transformation; and philosophical debates on the purposes of higher education in modern societies. Particular attention will be given to Asian and Chinese perspectives on higher education development, including the interplay between cultural traditions, policy reforms, and global influences. By the end of the course, students will develop a critical understanding of the normative and practical foundations that underpin effective leadership and management in higher education institutions today.

Internationalisation in Higher Education: China and the World

This course critically examines the theories, strategies, and practices of internationalisation in higher education institutions.  Students will explore the multifaceted process of integrating international, intercultural, and global dimensions into teaching, research, and higher education service functions. Key themes include motivations for internationalisation (academic, economic, socio-cultural), mobility of students and staff, transnational education, curriculum internationalisation, and partnerships across borders. Special focus will be placed on challenges and opportunities in Chinese Mainland and the broader Asian region, with emphasis on Greater Bay Area collaborations, competition for global talent, and the balance between global engagement and national priorities. Through case studies and policy analysis, students will develop the ability to understand and evaluate internationalisation strategies that enhance institutional reputation, diversity, and global competitiveness while addressing equity and inclusion issues.

Higher Education Marketing and Student Mobility

This course introduces the principles and practices of marketing and student recruitment in higher education. Students will study branding strategies, market segmentation, digital marketing tools, and communication channels to attract diverse student populations. Topics include understanding student decision-making processes, managing institutional reputation and international student recruitment strategies in promotional activities. Emphasis is placed on the local higher education landscape and the Greater Bay Area institutions’ efforts to position themselves regionally and globally. Students will learn to design recruitment campaigns, analyse enrolment data, and evaluate marketing effectiveness, equipping them with practical tools to enhance institutional visibility, diversity, and sustainable student intake.

Contemporary Issues in Higher Education Management

This course addresses emerging and pressing challenges facing higher education leaders today. Students will critically examine topics such as digital transformation and online learning, equity and access amid demographic shifts, mental health and student well-being, and the evolving academic workforce in relation to the future development of higher education. Global trends like geopolitical tensions, funding pressures, and the impact of artificial intelligence on teaching, research and student assessment will be explored, with a focus on their implications for local and Greater Bay Area institutions. Through discussions, case studies, and scenario planning, students will develop analytical frameworks to anticipate and respond to these issues, fostering adaptive leadership and strategic foresight in complex environments.

GBA Internship / Practicum

This experiential course provides students with hands-on exposure to higher education management in the Greater Bay Area. Participants will undertake a supervised internship or practicum placement at a partner university or related organisation in the region. The placement will involve real-world tasks such as policy analysis, project management, data-driven planning, or operational support, allowing students to apply theoretical knowledge from the program. Reflective seminars and a final report will help students integrate their experiences with academic concepts, critically assess institutional practices, and identify areas for personal development. The course emphasises cross-border collaboration, cultural awareness, and professional networking in the dynamic GBA context.

Capstone Project in Higher Education Management

This capstone project course requires students to undertake independent research or applied project on a topic relevant to higher education management. Working under supervision, students will identify a problem or opportunity, conduct in-depth analysis (using data, policy review, or case studies), and propose evidence-based recommendations. The project may take various forms, such as a strategic plan, policy brief, or institutional improvement proposal, with a focus on practical applicability in local or Greater Bay Area settings. Through the capstone, students will demonstrate mastery of program competencies, critical thinking, and professional communication skills, preparing them for leadership roles in higher education.

Global Governance and Policy Making in Higher Education

While the idea of global governance has a long history, international organisations and agendas have become increasingly entwined with the reform of education systems around the world, notably through processes of measurement and standardisation. This course aims to give students an in-depth understanding of contemporary issues in the related fields of global governance and education policy in higher education, drawing on readings from a variety of disciplines and with attention to non-western perspectives. Students will develop their knowledge of the history of global governance, the roles and interactions of influential actors, contemporary agendas and the major theories used to interpret the dynamics of power, continuity, and change in world organisation. Questioning the portrayal of policymaking as a rational and evidence-based process, students will be encouraged to explore and evaluate relevant theories of the policy process, applying them to analyse reforms from multiple perspectives and with attention to global issues, agendas, and discourses. Particular attention will be given to so-called global education policies and reforms, and the growing role of private organisations in education governance. The course will explore these issues and more as we try to understand one of the most challenging educational endeavours of our time - how can we organise a world of many worlds to create a better world for all - offering an opportunity to apply and reflect on their knowledge of educational and social thought and contribute to debates regarding global issues in education, including where we are heading and how to get there.

Leadership in Higher Education

Academic profession is governed by a range of norms and principles that aim at achieving excellence in research, teaching and governance at the same time. Professors emerge as intellectual leaders if they are able to achieve impact in knowledge production, academic citizenship, and public outreach. However, leadership is not only a position of privilege in higher education, but also a tremendous responsibility to strengthen social justice, equity, and excellence in learning and development. Taking leadership in higher education institutions implies a sophisticated comprehension of ethics and values, as well as the possession of creativity and courage to address a range of challenging and contradictory issues in complex political and socio-economic contexts.

This course explores issues related to agency and leadership of academics in the rapidly changing contexts and institutions of higher learning. Students taking the course will explore major problems faced by academics and those who study and work with them. This will empower university professionals to develop a better comprehension of the academic environment and intellectual institutions, in which they would be expected to develop careers and achieve success. Students will also examine disparate leadership strategies and styles, as they appear in the narratives of academic intellectuals, innovators, and executives in different cultures. In the process, students will have a chance to shape up their own leadership profile while rethinking their previous leadership-followership experiences and developing pathways to make a future impact and contribute to the world of higher learning.
 
The course engages critical inquiry and delves into the socially important dimensions of social justice, race, gender equity, faith, and academic integrity. Case-studies from academic practices in Africa, Asia, Australia, Europe and North America lay the ground for interactive analysis and sharing. This offers an opportunity to explore differentials in cultures, values, and societal expectations, and enables students to share their observations, questions, and analysis derived from engagement with leaders in different academic environments.

Entrepreneurialism and Interprofessional Learning in Higher Education

Across the globe, higher education reforms have been commonly brought forth in a finance-driven form - with the themes of cost efficiency, better performance, international competitiveness, innovation, marketisation and entrepreneurialism. The rise and global prevalence of academic entrepreneurialism is seen as an imperative force that drives higher education change and exerts long-term impact on the transformation of the social institution of universities worldwide. By ‘academic entrepreneurialism’, it refers to the phenomenon that universities are willing to seek to capitalise new opportunities, manage risks and maximise revenues, reputation, or human capital by responding to the demands for education, research and knowledge solutions in the knowledge society and economy, as well as developing new markets for their knowledge-based services and goods. Universities, as socially distinctive organisations, are knowledge-forming, flexible and ‘learning’, comprehensive and multi-functional, self-reproducing (through doctoral education especially), resilience to changes, challenges or even critics. The University is an innovative learning organisation that ever learns, adapts, evolves and moves forward, onwards and upwards. 

Cross-sectoral and interprofessional learning, collaborations and knowledge exchange are central to institutional advancement and professional development of practitioners in the 21st century’s universities. ‘Academic entrepreneurialism’ is concerned more about universities generating activities than resources acquisition with perspectives which embrace ‘knowledge travel’ across the epistemological and the ontological and time horizon that is by and large in the future. This course engages with students to understand higher education change in the context of academic entrepreneurialism and global inequalities, as well as consider their professional development through mentorship, reflections, academic advising and conceptualisation of academic entrepreneurialism.

There are two pathways for students to choose: (1) mentorship and (2) academic advising. For pathway (1), students need to find a leader or professional in higher education or another sector as a mentor to identify and explore their career development goals and pathways. Course lecturer will offer structure of mentorship, guidance for formative professional reflections and advising for conceptualisation of your professional development. For pathway (2), students need to have an initial research idea about higher education change in academic entrepreneurialism. They will find an academic professional and work with her/him to formulate a significant research problem by robust literature review, select an appropriate research method, and work towards a research proposal.