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Higher Education Leadership and Management

Publication Title Tertiary Education and Management Publisher Kluwer Academic Publishers Date 06/2006. Higher Education Leadership and Management. From conflict to interdependence through strategic planning James Taylor and Maria De Lourdes Dina Naji.

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Higher Education Leadership and Management

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  1. Publication Title Tertiary Education and Management Publisher Kluwer Academic Publishers Date 06/2006 Higher Education Leadership and Management From conflict to interdependence through strategic planning James Taylor and Maria De Lourdes Dina Naji

  2. Institutional leadership and management are entirely different yet intimately intertwined aspects of the overall effective functioning of a HEI.

  3. Leadership is a process for influencing decisions and guiding people

  4. Management involves the implementation and administration of institutional decisions and policies

  5. It can be argued that leadership and management cannot be addressed as discrete and autonomous entities.

  6. Points: • Strategic planning is considered to be one of the tools of higher education for several decades. • Historical examination of implementation efforts reveals more institutional failures than success. • Poor implementation strategies more frequently the cause of problems • The knowledge and skills of leaders and managers is far more important to planning success than the particular model chosen by the HEI

  7. Despite the many planning models that emphasize it, transformational, culture-redefining institutional CHANGE is not always what an HEI should pursue.Simplified and flexible planning processes implemented by leaders and managers (with necessary planning expertise) may provide the most productive HE environment for advancement and progress.

  8. Strategic Management “the art and science of formulating, implementing and evaluating cross functional decisions that enable an organization to fulfill its objectives” (David 1996, p. 4)

  9. A holistic process with many components: • Institutional culture • Strategic planning • Leadership • Institutional research • Resource allocation • Financial management • Personnel and human resources management • Research and scholarly activity • Student and campus support services • Academic support services • Internationalization • External relations

  10. Strategic planning is the interrealtionships and equilibrium between these components so that one reinforces the others RATHER THAN the implementation of major change initiatives. Culture-altering change is needed only infrequently, and more importantly the need for institutional leaders able to implement it is critical.

  11. Strategic management serves as a mechanism to provide direction to an institution YET at the same time has the potential to propel an HEI on a dangerous course into unknown waters.SM helps coordinate organizational activities YET if taken to excess can create groupthink* where the choreography is overdone.

  12. From the lexicon of Complex Adaptive Systems theory • replicating the present status quo will force an institution to fall behind and out of equilibrium with its external environment, while advancing too rapidly will thrust it into chaos. The adaptive institution must live on the edge of chaos (Waldrop, 1993) so that there is a delicate balance between stability and instability that must be orchestrated by strong leadership

  13. Leadership

  14. An effective leader must possess the ability to view situations from multiple, contradictory perspectives for decision-making and policy development.Albert Rothenburg (Professor of Psychiatry at Harvard Medical School) termed Janus Thinking; a component of outstanding creativity based on the Roman God Janus portrayed as having 2 faces looking in different directions at the same time.

  15. Leader≠Manager • Leadership and management are not the same things. Not every leader manages well and not every manager has leadership capabilities. • “you can be appointed a manager but you are not a leader until your appointment is ratified in the hearts and minds of those who work for you” (Adair, 1986, p. 123)

  16. 7-S organizational framework

  17. Leaders with a multi-framed perspective are more effective

  18. Four perspectives (frames) that can be utilized individually or in combination:

  19. Strategic management creates consistency in an environment YET strangles creativity, which thrives on inconsistency, but with strategic thinking and effective leadership, negatives can be minimized.

  20. Strategic thinking is a necessary part of overall strategic management, and a necessary ability for effective leadership. It is all about: • integration of assessment • culture and values • priorities • resources • planning • leadership

  21. The authors identify 4 main reasons why planning efforts fail: • Pressures and incentives to change are weak • Change capacity is inadequate (too many projects) and capability is weak (insufficient skills) • Cultural resistance is too high • Sponsorship and leadership are wrong (good ideas put forth by the wrong person)

  22. Strategic Planning Models A number of strategic planning models considered relevant in todays HE culture, which serve as a foundation that can guide further advancements. The 5 Dominant models are:

  23. Bryson and Alston (1996) 8-step Process 1. Initiating and agreeing on a planning process 2. Clarifying missions, values, mandates and expectations 3. Assessing the external environment 4. Assessing the internal environment 5. Identifying the strategic issues 6. Formulating management strategies 7. Establishing an institutional vision 8. Implementing the plan

  24. STRATEGIC PLANNING MODELS

  25. STRATEGIC PLANNING MODELS

  26. STRATEGIC PLANNING MODELS

  27. STRATEGIC PLANNING MODELS

  28. Key elements for Successful planning

  29. Roadblocks to planning • Higher education too often attempts to maintain stable equilibrium and resist necessary change • The cultural tendency to resist change in spite of continual environmental advancement • While the environment is in a state of constant change over time, the HEI is often replicating the status quo, thus over time the HEI gets further out of equilibrium, and in time institutional change becomes inevitable and unavoidable.

  30. Examples: • 1. The rise in alternate providers of higher education (Harvard vs Microsoft). • 2. Higher education is one of the most fertile markets for investors (Higher education has large size, unhappy customers, minimal technology utilization)

  31. Final thoughts • HEIs are a mainstay in the development and support of economic, social, cultural development for countries everywhere • Today they are confronted with most challenging and need radical changes and renewals • They are the object of great public and private investment and therefore have great expectations thrust upon them • They need to respond to vital needs of contemporary society and be “innovative” • Strategic management and strategic planning are important concepts that need to be pursued by HEIs in the future

  32. Let’s Discuss 1. Strategic planning is a waste of time. Assessment and crisis management is all that is needed. Do you agree? Present your argument with 3-5 statements 2. Why is Strategic Planning essential nowadays?

  33. THANK YOU

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