In recent years, higher education in Hong Kong and Singapore has envisaged unprecedented changes and reforms, which affect significantly the daily lives of academia in addition to the management style of the university. Globalization is manipulated as a rationale for reforms with an aim to cope with the age of fast-changing technology and knowledge-based economy. Meanwhile, globalization embraces several values that prevail among universities, namely: economic rationalism, academic capitalism and corporate managerialism. The university becomes more business-like and enterprise-oriented. Business practices such as performance indicators, benchmarking, quality asurance and control, commercialization of applied research, user-pay principle, market incentives, and diversification of resources are transplanted to the higher education sector.
These phenomena demonstrate a paradigm shift from perceiving the university as a cultural institution to a public service one. Following the Anglo-American experiences of public sector reforms, higher education is similarly required to achieve the goals of "efficiency, effectiveness and economy" in the name of New Public Management (NPM). Smarter and wiser higher education, in terms of resource allocation, emerges at the expense of the traditional ethos of collegiality among academia for institutional decision-making and management. This article examines the impacts of higher education reforms on academe and academia in Hong Kong and Singapore. It is argued that higher education is cloaked by a pessimistic atmosphere, in which academics are pressurized by ever harsher external scrutiny over teaching, research and university administration.
[Copyright of Australian Association for Research in Education (AARE) at http://www.aare.edu.au]

Teachers play a key role in curriculum development and reform. One of the major targets of the present curriculum reform in Hong Kong schools is to strengthen and empower local primary school teachers to become change agents. To facilitate the local teachers to become curriculum change agents and action researchers, the Education and Manpower Bureau of Hong Kong has been recruiting experienced teachers for the position of Primary School Master/Mistress (Curriculum Development) (PSMCD) as curriculum leaders for initiating curriculum reforms and to develop local teachers to participate in action research in the local schools. To better equip the PSM(CD)s, a course specifically designed to train them was conducted. This is a study with 200 PSM(CD)s of their expectations and understanding of competence and knowledge needed to perform their duties of curriculum leadership. How much of their expectations have been met in their training? What problems have these curriculum leaders encountered? The results are enlightening for the course provider as well as teacher educators and school curriculum reformers. With a better understanding about the problems they encountered in schools, the education authorities concerned can then provide necessary and appropriate support for these curriculum leaders. Significant implications for school curriculum reforms are drawn.
[Copyright of Australian Association for Research in Education (AARE) at http://www.aare.edu.au]

In Hong Kong, early childhood education and related teacher training have been neglected for a long time. Due to teachers' work for the recognition of early childhood education and teacher training, the British-Hong Kong government gradually put more emphasis on early childhood education and its teacher training. After the handover, for the citizens to cope with the changing economic system from a manufacturing based to a knowledge based society, the Government of the Hong Kong Special Administrative Region has further conducted a series of education reforms, as well as recognizing early childhood education as the foundation of young children's life long learning. Therefore, training professional and quality early childhood teachers has become very important.
The aims of this study were to understand the perceptions of early childhood administrators on teacher training, their training work, and the difficulties they encountered in teacher training. One principal from a kindergarten and one supervisor from a childcare centre were interviewed. The findings indicated that the training did not pose additional pressure on early childhood administrators and their teaching staff. The findings also showed that the government's policy had strengthened the profession's confidence on teacher training and had attached greater importance to early childhood education.
[Copyright of Australian Association for Research in Education (AARE) at http://www.aare.edu.au]