中譯本
哈佛，誰說了算 北京大學出版社，2014
It is the richest, most influential, most powerful university in the world, but at the beginning of 2001, Harvard was in crisis. Students complained that a Harvard education had grown mediocre. Professors charged that the university cared more about money than about learning. And everyone worried that Harvard's outgoing president, Neil Rudenstine, epitomized an unhappy trend: the university president as full-time fund-raiser. Harvard may have possessed a $19 billion endowment, but had the university lost its soul?
The members of the Harvard Corporation, the ultra-secretive governing board established more than three centuries ago, knew that they had to act. And so they made a bold pick for Harvard's twenty-seventh president: former Treasury Secretary and intellectual prodigy economist Lawrence Summers.
Although famously brilliant, Summers was a high-stakes gamble. In the 1990s he had crafted American policies to stabilize the global economy, quietly becoming one of the world's most powerful men. But while many admired Summers, his critics called him elitist, imperialist, and arrogant beyond measure.
Today Larry Summers sits atop a university in a state of upheaval, unsure of what it stands for and where it is going. His allies believe that Harvard needs shaking up and appreciate Summer's blunt language and unabashed displays of power. His foes accuse the new president of tearing apart a venerable institution simply to remake it in his own image. At stake is not just the future of Harvard University, but the way in which Harvard students see the world -- and the manner in which they will lead it.
Written despite the university's official opposition, Harvard Rules uncovers what really goes on behind Harvard's storied walls -- the politics, sex, ambition, infighting, and intrigue that run rampant within the world's most important university.
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Harvard alumni elected five new members to the Board of Overseers — the University’s second highest governing body — including four Black alumni and three candidates supported by the young alumni representation campaign Harvard Forward. http://ow.ly/5mC550B5Ocw
Governance
By charter, Harvard has two governing boards—the President and Fellows of Harvard College (also known as the Corporation) and the Board of Overseers. The basic architecture of the two-board system is defined by the University’s charter, which is reflected in a series of documents dating to the mid-seventeenth century. Through their complementary efforts, the two boards perform the essential roles ordinarily associated with a board of trustees, while helping to shape the University’s agenda, inquiring into the quality and progress of its activities, and assuring that Harvard remains true to its mission.
Chartered in 1650, the Corporation exercises fiduciary responsibility with regard to the University’s academic, financial, and physical resources and overall well-being. It consists of the President, the Treasurer, and other members known as Fellows. The Corporation is in the process of expanding from seven to thirteen members and elaborating its committee structure, in light of reforms adopted by the governing boards in December 2010. The Corporation engages with both questions of long-range strategy, policy, and planning as well as transactional matters of unusual consequence. It serves as a confidential sounding board for the President on matters of importance; meets with deans, vice presidents, and others from time to time to discuss a wide array of programs and plans; and is responsible for approving the University’s budgets, major capital projects, endowment spending, tuition charges, and other matters.
The Board of Overseers is the larger of the two boards, comprising thirty elected members as well as the President and the Treasurer of the University, who serve ex officio. Members are elected by Harvard degree holders other than Corporation members and University officers. Typically, five new Overseers are elected each year to staggered six-year terms, from a slate of eight or more nominees. Drawing on the wide-ranging experience and expertise of its members, the Board exerts broad influence over the University’s strategic directions, provides counsel to the University leadership on priorities and plans, and has the power of consent to certain actions of the Corporation. The Board’s chief functions include superintendence of the visitation process, the principal mechanism for periodic external review of the quality and direction of the University’s schools, departments, and selected other programs and activities. The Board carries out this responsibility largely through the operation of more than fifty visiting committees, whose work is overseen by and reported to the Board.
The Board of Overseers is the larger of the two boards, comprising thirty elected members as well as the President and the Treasurer of the University, who serve ex officio. Members are elected by Harvard degree holders other than Corporation members and University officers. Typically, five new Overseers are elected each year to staggered six-year terms, from a slate of eight or more nominees. Drawing on the wide-ranging experience and expertise of its members, the Board exerts broad influence over the University’s strategic directions, provides counsel to the University leadership on priorities and plans, and has the power of consent to certain actions of the Corporation. The Board’s chief functions include superintendence of the visitation process, the principal mechanism for periodic external review of the quality and direction of the University’s schools, departments, and selected other programs and activities. The Board carries out this responsibility largely through the operation of more than fifty visiting committees, whose work is overseen by and reported to the Board.
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