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414 - Managing, Facilitating and Embracing
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Transcript of 414 - Managing, Facilitating and Embracing
04 April 2012 Anne K. Craven1
Managing, Facilitating, Embracing Change:A Story about Re-structuring a Large Academic
School
Anne K. CravenDirector of Administration, Helsinki Theatre [email protected] April 2012
04 April 2012 Anne K. Craven2
Focus of the Session:Management of Restructuring/Mergers
Concerns and opportunities:• Strategy• Operations
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In This Session – Details
Strategic Management of Change UEL: Merger of Law and Social Sciences Sharing experiences Lessons learned and applied? Seizing
Opportunities?– The case of Helsinki Theatre Academy
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Restructuring:World of Change andUniversity Strategy
04 April 2012 Anne K. Craven5
University Strategy Formulation and Development in Times of Change 1
Hannagan (2002: 16): ‘Strategic management is about a sense of purpose, looking ahead, planning, positioning, strategic fit, leverage and stretching. … It is about the purpose of the organisation, the direction it is to take and the way it forms and prepares itself to face competition.’
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University Strategy Formulation and Development in Times of Change 2
Lockwood and Davies (1985: 167)
Institutional planning seen as
‘the continuous and collective exercise of foresight in the integrated process of taking informed decisions affecting the future’.
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Restructuring as a Strategic Response to Challenges
What challenges might trigger a restructuring within a university?
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Restructuring as a Strategic Response to Challenges (‘Push’)
Changes in higher education policy Changes of practice Competition Efficiency savings Supporting a failing department/school
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Restructuring as a Strategic Opportunity
What opportunities might trigger a restructuring within a university?
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Restructuring as a Strategic Opportunity (‘Pull’)
Interdisciplinary/joint research Interdisciplinary/joint courses Attracting more research/teaching income Other strategic opportunities
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University Strategy Formulation and Development in Times of Change 3
Ronald Barnett (2000: 6) ‘supercomplexity’
a situation in which we are encountered not only by a great number of data but are also encountering a ‘multiplication of frameworks’
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University of East London:Regional University andStrategic Development
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University of East London
Diversity of population:– Cultures– Ethnicities– Languages– Economic situation– Social class
Antipathy towards university education?
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University of East London 2
Regional university Skills training Distance learning Regeneration: ‘Revitalised
stocks of social, cultural and symbolic capital’ (Snee and Lock 2000: 145)
‘Regeneration university’ (Snee and Lock 2000: 147–148)
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UEL Restructuring 2011
New Vice-Chancellor; new strategy ‘Transformation for Excellence’
– Excellence in teaching, scholarship, research– Talent management: attracting, sustaining and
developing talent Challenges for Transformation for Excellence
– Schools formed on outdated principles– Structures hindering interdisciplinarity
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UEL Restructuring: Key Changes
Humanities and Social Sciences (HSS) => Moving Humanities subjects to the new School of Arts and Digital Industries (ADI)
Humanities and Social Sciences (HSS) => Moving Social Sciences to the School of Law, forming the new School of Law and Social Sciences (LSS)
Also: Forming the new School of ACE (Architecture, Computing and Engineering)
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Restructuring: A Personal Experience
Recruited to become Registrar of the School of Law, end of February 2011
Mergers decided upon in Spring 2011 Joining the School of Law in early June 2011 Mergers becoming official in August 2011 Voluntary Redundancy Scheme running in 2011 Maternity leave for a ‘shared’ admin member of staff
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Restructuring: LSS
Split-site school: Docklands (Dox), Stratford (Duncan House (DH))
Travelling via DLR and Tube 11 staff; 6 in DH, 5 in Dox One Dox staff in a shared helpdesk (2-3 ADI
staff, 1 LSS staff)
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Restructuring: Challenges in LSS
Physical changes: Distance/travelling btw. sites– Day-to-day supervision of teams
Communication in a larger School (c 2600 students, 100 staff) Different policies and procedures
– Different committees and forms IT issues Co-operation with the other Schools
– Helpdesk procedures esp. Drop Box Concerns over redundancies => change in workloads Concerns over the maternity leave Student experience Budget, REF, academic staff performance (Dean’s concerns)
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Tackling Challenges in LSS Admin
Distance/travelling btw. sites– Day-to-day supervision of teams
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Tackling Challenges in LSS Admin
Communication in a larger School (c 2600 students, 100 staff)
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Tackling Challenges in LSS Admin
Different policies and procedures– Different committees and forms
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Tackling Challenges in LSS Admin
IT issues
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Tackling Challenges in LSS Admin
Co-operation with the other Schools– Helpdesk procedures esp. Drop Box
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Tackling Challenges in LSS Admin
Concerns over redundancies => change in workloads
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Tackling Challenges in LSS Admin
Concerns over the maternity leave
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Tackling Challenges in LSS Admin
Student Experience
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UEL Restructuring: A Summary
Challenges:– Workload issues– Management issues– Communication and
procedures Transformation > <
preservation of brand/identity
Cultivation of relationships Playing to one’s strengths
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Strategy Development, Transformation, Sustainability – A Balancing Act
University/Collegiality Corporate Enterprise?
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Discussion: Restructuring/Mergers
Sharing from own experiences What challenges did you face? What opportunities did you have? What did you do? Similarities with the case at UEL? Differences with the case at UEL? Lessons learned?
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Case Study: Merger of three Universities in Finland
Theatre Academy Helsinki C. 400 students, 50
academic staff, 86 admin staff
‘Stubborn’ defender of the freedom of artistic expression
Commercial projects Collaborative research Creativity
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Case Study: Merger of three Universities in Finland
TeaK, Sibelius-Academy, Fine Arts Academy (400/1400/300 students) Academies have sought a merger for years
– New Law on Universities, 2010; Government policy; example of Aalto University
– Strength of interest within the institutions Benefits
– Visibility and credibility in international competition (‘interesting’)– Finances: Government funding and efficiency savings in shared
services Challenges
– Different IT systems– Different ways in organising workloads and roles (cf. the role of
technician)– Concerns of staff (autonomy; change in roles; workloads)
Time Frame: By January 2013 and after January 2013
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Case Study: Merger of three Universities in Finland
From the viewpoint of Theatre Academy Helsinki, what should the merger be like?
Ideal strategy and steps to take? What should be done/taken into account? What questions still need answering? Own experiences?
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UEL, TeaK: ‘Work in Progress’ – Playing to Strengths
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Concluding Remarks:University Strategy Cycle and Change
Self-Correction, Advancement, Achievement Draft?
UniversityStrategy
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Many Thanks!
Anne Craven [email protected]
References: Barnett, R., 2000: Realizing the University in an Age of Supercomplexity (Buckingham &
Philadelphia, PA: SRHE & OUP). Hannagan, T., 2002: Mastering Strategic Management, Palgrave Master Series (Business Series
Editor: Richard Pettinger) (Basingstoke and New York: Palgrave). Lockwood, G. and Davies, J. (chief contributors), 1985: Universities: The Management Challenge
(Windsor: SRHE & NFER-Nelson).
http://www.uel.ac.uk/ http://www.teak.fi http://www.siba.fi http://www.kuva.fi