Dean Vivian Fueyo Dean Darrell Garber Dean Brad Balch.
-
Upload
gideon-goldsworthy -
Category
Documents
-
view
241 -
download
0
Transcript of Dean Vivian Fueyo Dean Darrell Garber Dean Brad Balch.
TECSCU PresentationDean Vivian Fueyo
Dean Darrell GarberDean Brad Balch
Leadership
Leadership is not mobilizing others to solve problems we already know how
to solve, but helping them to confront problems
that have not yet been addressed successfully.
Teacher Education Council of State Colleges and Universities
A Framework for Leadership
Teacher Education Council of State Colleges and Universities
Building a leadership teamWhat do you want to accomplish?
Who will help you?How do you build the structure?
Teacher Education Council of State Colleges and Universities
HiringStrategic visionBudget analysisAuthorizationSearch processInterviewingMaking an offer
Teacher Education Council of State Colleges and Universities
Resources for Hiringhttp://www.stpete.usf.edu/academics/faculty_resources/Guidelines_Recruitment_Selection_Faculty/Guidelines_Recruitment_Selection_Faculty_Members.htm
Teacher Education Council of State Colleges and Universities
Tenure and PromotionBegins as soon as the contract is signedMentoringFeedbackDetermining success and failure
http://www.stpete.usf.edu/academics/faculty_resources/tenure_promotion.htm
Teacher Education Council of State Colleges and Universities
ResourcesBensimon, E. M. & Neumann, A. (1993). Redesigning collegiate leadership:
Teams and teamwork in higher education. Baltimore, MD: Johns Hopkins University Press.
Bright, D. & Richards, M. (2001). The academic deanship. San Francisco: John Wiley and Sons.
Dickeson, R. (1999). Prioritizing academic programs and services: Reallocating resources to achieve strategic balance. San Francisco: Jossey-Bass.
Fullan, M. (2008). The six secrets of change: What the best leaders do to help their organizations survive and thrive. San Francisco: John Wiley
Wergin, J. (2003). Departments that work. San Francisco: John Wiley
Teacher Education Council of State Colleges and Universities
Delegating DutiesDelegating is much easier if people volunteer
and take ownership.Without ownership, delegating can look like
micromanagement. Purkey uses the definition inviting from the
Latin invitare meaning “to summon cordially”.
Delegationlines up with the progression of leadership.
Where you begin depends on where you are sitting.
Simple exercise of power to get work
done
Transactional
The leader and followers
“bargain” with one another to get the
work done.
Transformational
The leader and followers engage
in a common cause.
Moral LeadershipA shared mission, a shared purpose
and shared values.
Leadership StyleA leader has to match the leadership style
with the needs of the followers.
• Use if a group member lacks knowledge about a certain procedure.
Authoritative Style
• Use with group members who understand the objectives and their role in the task.
Participative Style
• Use if the group members know more than you do about the task.
Delegative Style
Communication
Message
Timing
Means
Working with the MediaEssentially there are four “triggering events”
that would cause the Dean to interact with the media. 1. Publicizing an event2. Capitalizing on accomplishments from:
College Department(s) Faculty Staff
3. Sharing an unusual or unique story4. Serving as an expert to the media
Rules of EngagementWork through your University Public
Relations Office.Be respectful of media deadlines. • Identify “experts” in the College• Be well prepared• Be available
Utilizing Advisory GroupsGenerally, advisory groups serve two purposes:
1. NCATE compliance and best practices The unit and other faculty collaborate with P-12
practitioners in program design, delivery and evaluation of the unit and its programs.
2. Alumni and donor outreach Colleges have alumni groups in cooperation with
their University Foundation. (That relationship is important here.)
http://www.kutztown.edu/tower/Tower-Summer2010.pdf
Shared Leadership and Building Capacity – The Essentials!
Vision – Mission - Core ValuesConceptual FrameworkDiversity PlanAcademic PlanStrategic Plan
Vision – Mission - Core ValuesVision - It’s about creating a movie of the mind that
carries us from our present “what is” into a future of the best we can imagine…“what ought be.” It’s our dream!
Mission - A straightforward, clear, and concise statement that defines who we are, who we serve, what we do, and why we do it. Global enough to capture the larger purpose and specific enough to provide direction.
Core Values – Describe Relationships Underscore the Whole UnitClarify Who We Are Articulate What We Stand For Requires No External Justification
Conceptual FrameworkThe conceptual framework includes aligned
educator preparation elements, describing the overall philosophy and purpose of the unit.
The Framework should also include the knowledge base, theories, research, and wisdom of practice.
Diversity PlanThe Plan is underscored by a Cultural AuditThe Plan has three primary goals:To build and maintain an inclusive campus environment.To recruit, support, retain, and graduate a diverse
student population.To maintain and enhance diversity in employment of
staff, faculty, and administrators.An Implementation Team is essential. As the saying goes,
“What gets measured gets done!” Therefore, a committee reviews the Measures of Progress each year, identify persons responsible for goal accomplishment, and makes recommendations. The committee updates the diversity web page and posts relevant data.
Academic PlanIt is a purposeful effort to enable the following:reflect on existing programs, opportunities, or efforts in
terms of additional support, revision, or elimination;identify new programs, opportunities or efforts;reflect on the current department model for the college
as it regards existing and new programs;consider appropriate staffing and supports;respond with creative and innovative solutions to three
change forces – declining funding, rising expectations, and rapidly developing technology; and,
reflect on the success/failure of our external partners in relationship to our own programs, opportunities, and efforts.
Academic Plan ContinuedAcademic planning yields many desirable outcomes. The
exercise should favorably address the following: increased enrollment, retention and graduation rates;strengthen collaboration across programs, personnel,
and academic units;enhance the professoriate (discovery, integration,
application, teaching, learning, service);optimize our human resource commitment (existing and
future personnel);reduce costs;increase revenue opportunities;eliminate course duplication; and,seek new alignments for enhanced academic
opportunities.
Academic Plan ContinuedThe 10-year academic plan should respond to the following
grand-tour questions: What will education professions look like in the next 10 years
relative to our college programs/services?What are the challenges facing education professions and how
can the college best position itself for these challenges through 2020?
How will programs/services respond to three change forces through 2020– declining funding, rising expectations, and rapidly developing technology?
If the college were to become the leading education provider, what programmatic/service opportunities should the college pursue? This might include, (1) eliminating programs/services, (2)
collaboration, partnerships, and new program/service alignments, (3) consolidation of programs/services, and (4) identifying resources for these opportunities.
Strategic PlanA strategic plan will enable a unit’s mission
and assist in achieving the vision. The strategic plan also allows a unit to take a
big-picture view of itself over the next several years (e.g., 5) and be well positioned for distinctiveness in a change-oriented environment.
In part, it should include planning goals, timelines, a process, and overall desired outcomes.
Examples Vision – Mission – Values:
http://coe.indstate.edu/dean/docs/fastfacts.pdf
Conceptual Framework: http://coe.indstate.edu/dean/conceptualframework.htm
Diversity Plan: http://coe.indstate.edu/dean/docs/DiversityTaskForceFinalReportDec2010.pdf
Academic Plan: http://coe.indstate.edu/dean/docs/AcademicPlanningDocumentFinal.pdf
Strategic Plan: http://coe.indstate.edu/dean/docs/StrategicPlanExecutiveSummary-2010.pdf