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Professionel University Management

Professionel University Management. CESAER 20 th General Assembly & Seminar 30 th October 2009 President Lars Pallesen. An observation. Why is it neccessary to use ”professional” in the context of ” university management” ? Is it because :

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Professionel University Management

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  1. Professionel University Management CESAER 20th General Assembly & Seminar 30th October 2009 President Lars Pallesen

  2. An observation Why is it neccessary to use ”professional” in the context of ”university management” ? Is it because: • Universitiesregardthemselves as unmanagedorevenunmanagable ? • Universitiesregardthemselves as unprofessional ? • Universitiesregard professionalisme in management as a perculiardiscipline for geeky researchers ? Or is it becauseuniversities in factareawarethatchangesareneeded and that professional skills in management of a universityareneeded to becomeorstaycompetitive in a globalizedeconomy, whereknowledge and innovation is the driver whichcanuphold a contry’scompetitiveedge.

  3. University management in Denmark The Danish UniversityAct of 2003 established new ruleson the organisation and management of Danish Universities, including: • A Board of Governorswith a majority of externalmembers and with the overall responsibility of the university. • A Presidenthired by the Board of Governors, and with the primaryresponsibility of the day to day management of the University. • Provost, UniversityDirector as well as Deans hired by the Board upon the recommendation of the President. • Department Headshired by the President/Dean. • An AcademicCouncil, whoseresponsibility is limited to certainacademicaffairs.

  4. University management at DTU University management at DTU is basedon the ”US-model” of university management, including: • A long term strategy (6 years) with mission, vision, strategicgoals, values, organisation and strategic plan. • Decentralisedcompetence and responsibility to the head of departmentlevel (hired). • Single point of responsibiilty • No ”by-passing”. • Academicfreedom. • Annualcycle of planning and accounting. • Accountability.

  5. University management at DTU (II) University management at DTU is basedon the ”US-model” of university management, including: • Annual sessions to set up goals (4 year-perspective) for eachdepartment and with a number of annualfollow-ups, comprising of: • Department profile and strategy • Human resources and staff policies • Other resources (partnerships, IT, equipment, labs etc.) • Development in education, research, public sector consultancy and innovation • Visibility and marketing • Economy • Major strategic projects • Approx. 50 quantitative goals

  6. Food for thoughts ? – The Crown Indicator

  7. Food for thoughts ? – The Crown Indicator

  8. Food for thoughts ? – The Crown Indicator

  9. Food for thoughts – The Crown Indicator

  10. Food for thoughts – The Crown Indicator

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