The teaching portfolio has been proposed as a useful management tool for monitoring and improving teaching. It is one of the accountability mechanisms that universities have introduced in a market-oriented environment. However, there has been considerable resistance to the compulsory introduction of teaching portfolios from a wide range of teaching staff. This paper links research on staff practice with research on management practices and considers the impact that teaching portfolios might make on the university culture. Our analysis shows that although the development of an initial teaching portfolio within a mentoring relationship has value, the mandatory use of the multipurpose teaching portfolio described by Seldin is likely to impact adversely on the effectiveness of the organization in which its use is mandated. (Contains 2 tables.)