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EDHE6710_20090422
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last edited
by Starr Hoffman 15 years ago
EDHE 6710
04.22.2009
discussion of last week's presentation at NCTC
(Dr. Lee Ann Nutt, VP of Instruction)
- "a great place to start, a great place to start over"
- organizational structure (chart)
- all upper admin reports directly to the president--unusual (for bureaucratic)--shows the colleagial model
- posted organizational chart without lines!! that's telling: it shows how informal, colleagial it is
- she also mentioned how people don't have to report just to their direct superior
- can't necessarily group community colleges into bureaucracy that easily
project outline
for the presentation and the paper
management principles
- leadership as vision, management as people/action/coordination
- leaders who manage are often seen as micro-managers
- but they should be aware of management principles
- why is management important?
- trends: academic
- market-based (strategic planning, marketing, control)
- trends: business (moved more toward academic world)
- soft techniques (socializing employees, culture and values)
- contraditions: current academic management trends are based on things we would associate with business, and vice-versa
- critical points:
- question the longer-term effectiveness of strategic planning (does it just become an exercise)
- increased attention to Japanese organizations
- necessary to focus on human development and organizational culture
- what are differences?
- academia: complex cultural organization
- common institutional tradition and shared symbols
- collected academic profession
- academic disciplines
- academic culture is declining
- eroded enterprise structure (rapid growth of systems, orientation toward discipline base)
- academic profession in decline (finances--used to be more money around, isolation--we promote isolation in many ways, including isolating teaching from research)
- rather than promote "renegade" or free academic thought, tenure can be seen as shaping faculty into a specific mold
- recommendations:
- renew symbolic life and skills of the social organization: what were the joys of academia 20 years ago?
- think of the whole, not the parts (difficult in a "multiversity")
- attempt to bring interdisciplinary projects and programs together
- organizational adaptation
- changes motivated by the external environment (finance is one of the biggest factors)
- looks at conditions and sources of change
- how often do we see revolution in education?
- building learning organizations (help org. become learnig communities)
- new tools...
- systems archetypes (understand what happens in systems, so that we can know how to change them; these are assumptions of how things work, that we may not be very conscious of)
- delay, limits to growth, shift burden, eroding goals, escalation, commons, growth and underinvestment
- charting strategic dilemmas (can we determine what dilemmas we face, and how we face them?)
- elicit potential dilemmas, map, process, frame, sequence, wave, synergize
- "the Left-Hand Column" (handout)
- brings hidden assumptions to the surface (or even hidden thoughts--what's going on inside the head of each party)
- it takes a lot of time to help some individuals develop in their initiative and job skills
- may be capable, but have been rejected from multiple areas on campus--you must work harder as a manager and evaluate your assumptions/thoughts closely in your interactions
- if your goal is to build a learning community, you have to NOT function on assumptions
- difficult part of management is realizing your assumptions
presidency
- ACE Fellow
- premiere professional development program for presidents
- they select senior administrators or others who would like to presidents; for a year are fellows
- and placed on campuses where they are mentored by presidents
- rigorous selection process
EDHE6710_20090422
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