A Toolkit for Deans by Dianne Dorland

By Dianne Dorland

This ebook offers foundational concepts on occasions the place deans locate themselves while handling up, coping with their friends and themselves, or handling down. The case reports and situations are worthwhile for considering difficulties or concerns previously and for contemplating how different deans dealt with those occasions, no matter if the specifics or eventual resolutions are assorted. whereas there'll be ameliorations in who's concerned, the activities they could take, the price of these activities, the results that may be completed, how activities are associated with results, and what info is offered, each one case or state of affairs presents situational insights. The case reviews and situations signify a variety of stories from many deans and canopy numerous either private and non-private associations of other sizes and locations.

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They indicate some of the best characteristics of this type of leader or mentor that can be applied to the function of a dean in relationship to the faculty: • He or she identifies productive faculty members. • He or she helps develop their talents. • He or she cares about them. • He or she shares institutional knowledge with them. • He or she is willing to guide and support them. The dean or mentor is an asset to the faculty and provides opportunities to help develop the leaders of tomorrow, which is part of the job of a dean.

Challenge Question: What do you do as a dean? Scenario Outcome: The dean requested new secretarial staff for those departments from the provost. Given the limited financial resources of the university, the request was denied. The dean then reviewed the secretarial workload for all of the departments and recognized that the allocation of secretarial support could be improved, particularly because some small departments had full secretarial coverage. With the retirement of a full-time secretary in one of the small departments, the dean reallocated that line to one of the departments that shared secretarial assistance and needed more secretarial support.

Over time this creates an atmosphere in which your direct staff is willing to bring forward concerns and to work collectively on resolutions. As you manage and lead your staff to improve office functions, you must constantly provide feedback. Performance reviews are part of an evaluation loop that keys off of regular feedback and provides the opportunity to document behavior, ranging from excellent to unacceptable. Even in a well-managed and -led office, deans are occasionally confronted with staff that perform unsatisfactorily.

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