2012 temc university management

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Exploring the issues associated with current and future university management approaches.

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University Management: A Strategic Orphan

University Management: A Strategic Orphan

Maree ConwayTEMC 2012

MeAlmost 30 years as a university manager in CAEs, TAFE and universities.Started Thinking Futures in 2007.Long involvement in ATEM, and building levels of professionalism in university management.Published on the relationship between academics and administratorsperceived lack of respect, parity of esteem, clash of worldviews/values?returned to finish my PhD this yearValues BeliefsAssumptions'Knowledge processes'

Management processesIdea of the universityRules of the game

LanguageTraditionsExternal drivers of change, eg:- evolution of capitalism- technology InteriorExteriorIndividualCollectiveClashes/interactionshere not fullyexploredCurrent literature/research focuses heremainlyResearchspace

The current literature focused mainly, but not exclusively, on the right hand quadrants - the changing nature of capitalism, the building of information and communication technologies to the degree where ways of producing and sharing knowledge have been fundamentally altered etc.

The left hand quadrants, the realm of the intangible, the immanent is less well explored - and in the case of my research, it is the tensions/clashes between beliefs of academics and managers that is not well understood.

So my research space is this interface between the left hand and right hand quadrants.Thinking

What are the drivers of change that will shape the future university?What will the future university look like?What management models will be appropriate?Will future universities need to be managed at all?If yes, who will manage the future university?Managers and StrategyDisruptive forces of change facing universities also means significant changes in the work roles and ways of working for both academics and managers.Roles of managers usually relegated to organisational effectiveness sections in plans.

Reactionary approach now - need a proactive approach to be ready for the future.

Thinking about the futureFuture contains elements of past, present and unknown.Thinking about the future based only on past and present constrains and restricts understanding possibility (change and opportunity).If we only ever explore what we know we know, we will always be surprised by what happens.

TodayDisruptive forces of change.Exploring new models of university management.Requires you to tap into your imagination and creativity there are no future facts.

Disruptive ChangeBroad, long term drivers of changeCapitalism: from growth to sustainable economics? From profit to social?Technology: enabling participation and accessKnowledge: creation and sharingOpen: beyond the ivory towerSocietal expectations: around education and universitiesWhat else?DiscussStarting premise that the way we manage universities today is no longer useful.

DiscussThat university managers manage academic workAnd therefore, a deep understanding of academic work and values is needed to be an effective university manager.

ImagineForm small groups with people around you.Think about these disruptive forces in your context and how they might evolve over the next 10 years and share your thoughts with the group.Suspend disbelief!!How might managers have to change the way they work to manage new forms of academic work?Think about it in two ways what culture would underpin management (invisible) and what systems and processes would be in place (visible) in 2022.

SHAKE UP YOUR THINKING!!DiscussWhen it comes to university strategy, how would you rewrite those sections in the strategic plan about organisational effectiveness and the value of staff?

Okay, lets check out the questions. 13Maree ConwayThinking Futures

Email: maree.conway@thinkingfutures.netTel: +61 3 90169506

Web: http://thinkingfutures.netBlog: http://thinkingfutures.net/blog

Contact

So, thats it from me. Thank you very much.

But, let me know if I can help. Happy to do that.Swinburne University of Technology14

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