Evaluation for national universities incorporated in 2004 has two roles: learning process within university through self-evaluation and controlling mechanism of the government by evaluation of accomplishment against the medium- term goals. However，the latter， according to the policy design，shall be linked to resource allocation which inevitably leads to rankings or relative evaluation among universities given limited amount of public money. The first experiences of comprehensive evaluation for each national university are analyzed in terms of conflict-resolution or harmonization between two roles. It is shown that the actual figures have combined or mixed meanings of summative and formative evaluation. Also it indicates that the real impact on resource allocation was quite few despite larger efforts for the universities and the government.

This paper examines the teaching activity of faculty from the program’s or organizational point of view based on the national faculty survey conducted by University of Tokyo. By the analysis based on the two types of faculty, “owned-operated model” and “organized- operated model” set by the orientation to the improvement of teaching, “organized-operated model” faculty consist of one-third of the total, are understood as those who deal with the development of teaching contents and methods in earnest and place a high value on the experience of faculty development. They also try to inspire students to study longer time than “owned-operated model” faculty do.

In South Korea, the management of private university becomes a critical issue because of competition for acquiring students due to the declining birthrate and the influence of the deregulation policy in post-1990. Under the severe situation, the government accomplishes a drastic reform of private university. The one is the establishment of closing procedure of private university and the other one is the carrying out the extensive audit by the national audit office. In order to make an improvement of financial management of university and on the other hand, in order to find and withdrawal the very poor-managed universities, recently the government adopt strengthened policies.

In Japan, the management environment of private university is quite similar but Japanese private universities guarantee the more autonomy compare to Korean private university. The difference of the subsidy system makes an impact of the difference of autonomy of private university in both countries. And as compared to Korean policies, Japanese government needs to explore the intervention system in the case the private university in very serious financial trouble.

The characteristic of the bond issuance in the American university is that it is based on the tax-exempt bond and smooth implementation of the tax-exempt bond is supported by various professional services. Tax-exempt bond issues are carried out not only by the simple reason of lack of funds but also by the university corporate strategy. For example, a university with many internal reserves adopts a leverage strategy through the means such as tax-exempt bonds. On the other hand, some universities issued tax-exempt bond positively to enhance recruitment of students and expand the facility of education and research. Furthermore, some universities made a choice of tax bond to secure the fluid fund after the financial crisis by the Lehman shock.