Private: University Leadership and Management

In Development Published on: Jul 2012 21 Hours of Core activities 45 Hours of Additional activities

Courses featured in this programme:

  • The university context: An introduction
    Overview

    Publication date: July 2012 
    Core activities: 1.5 hours 
    Additional activities: 4 hours   

    This introductory course sets out the aims and structure of the programme. The course will help participants to:

      • Gain a better understanding of the broader higher education context
      • Begin to plan their learning and development as an effective leader or manager within their own institution
      • Identify the areas of the programme that will best address their particular needs.

     

    Syllabus
    • Module 1: Welcome to the University Leadership and Management programme: introduction, structure and guiding principles
    • Module 2:  The higher education context
    • Module 3: Personal development – how the programme can address your particular needs

     

    The university context: An introduction contains 4 hours of optional self-development activity content.

     

    Author: Professor Shelda Debowski 
    Deputy Vice-Chancellor and Head of Campus, University of Notre Dame Australia

    Reviewer: Dr Richard Bolden
    Senior Lecturer and Head, Centre for Leadership Studies (CLS), University of Exeter Business School

  • University leadership and management
    Overview

    Publication date: July 2012 
    Core activities: 5 hours 
    Additional activities: 6.5 hours   

    This course explores management and leadership theories in the context of higher education. The course will help participants to:

      • Understand how management and leadership processes in higher education institutions differ from those in other organisations
      • Apply principles and techniques to increase their effectiveness as leaders and/or managers
      • Understand how to gain and maintain influence with colleagues and within their institution
      • Understand how and why true leadership promotes collegiality, trust and respect.

     

    Syllabus
    • Module 1: Introduction to academic management and leadership: why universities are different, theoretical approaches
    • Module 2: Becoming an effective academic manager: benefits, disadvantages, key tasks
    • Module 3: Becoming an effective academic leader: how leaders are selected, leadership styles, a personal philosophy of leadership
    • Module 4: Maintaining influence: social power, social and emotional intelligence, communication, key lessons for leaders and managers

     

    The University leadership and management course contains 6.5 hours of optional self-development activity content.

     

    Author: Professor Robert Birnbaum  
    Emeritus Professor of Higher Education at the University of Maryland, College Park

    Reviewer: Dr Rajani Naidoo
    Senior Lecturer and Director, DBA in Higher Education Management, University of Bath

  • University cultures and organisational management
    Overview

    Publication date: July 2012 
    Core activities: 4 hours 
    Additional activities: 13 hours   

    This course explores how university cultures operate and how leaders and managers can shape a positive and effective community. The course will help participants to:

      • Understand what influences university culture, and how culture affects those in leadership and/or management positions
      • Learn how to promote a rewarding, motivating work environment for all members of their university community
      • Address destructive or counter-productive behaviours
      • Lead change initiatives or transitions with confidence.

     

    Syllabus
    • Module 1: Understanding university cultures: defining academic culture, stakeholder expectations, psychological contracts, strong and weak cultures
    • Module 2: Leading organisational change: types and levels of change, cultural audits, consulting colleagues, implementing change
    • Module 3: Building an effective organisational culture: managing constructively, balancing productivity and innovation, managing up and across, being inclusive
    • Module 4: Dealing with conflict: resolving conflict, sources of support

     

    University cultures and organisational management contains 13 hours of optional self-development activity content.

     

    Author: Professor Shelda Debowski
    Deputy Vice-Chancellor and Head of Campus, University of Notre Dame Australia

    Reviewer: Carol Bolton
    Organisational Development Manager, University of Liverpool

  • Strategic planning
    Overview

    Publication date: July 2012 
    Core activities: 3.5 hours 
    Additional activities: 9 hours   

    This course highlights the importance and practicalities of good strategic planning in today’s higher education environment. It will help participants to:

      • Understand the value, purpose and principles of strategic planning
      • Learn how to analyse their departmental and institutional environment
      • Learn how to consult and engage colleagues and stakeholders
      • Understand different approaches to strategic implementation and the importance of monitoring and reviewing the strategic plan to ensure and maintain improved departmental performance.

     

    Syllabus
    • Module 1: The role of strategic planning: purpose, principles and process
    • Module 2: Developing the strategic plan: scanning and analysing the environment, consulting colleagues and stakeholders, KPIs, risk assessment
    • Module 3: Implementing your strategic plan: deciding on an approach, engaging and communicating with colleagues, leading implementation
    • Module 4: Monitoring progress, reviewing and revising the strategic plan

     

    Strategic planning contains 9 hours of optional self-development activity content.

     

    Author: Professor Peter McCaffery 
    Deputy Vice-Chancellor, London Metropolitan University

    Reviewer: Professor Mark Brown
    Director, National Institute for Digital Learning, Dublin City University

  • Managing people
    Overview

    Publication date: July 2012 
    Core activities: 4 hours 
    Additional activities: 6 hours   

    This course offers practical guidance on the management of staff within higher education institutions. The course will help participants to:

      • Apply theories of motivation, performance management and staff development to establish high performance within their department
      • Improve recruitment and induction processes
      • Approach difficult situations, with a view to improving working relationships and performance
      • Understand the importance of diversity and how to make best use of different individuals’ experiences and talents.

     

    Syllabus
    • Module 1: The HR challenge: the idiosyncracies of the university environment, approaches to managing people
    • Module 2: Motivating staff
    • Module 3: Recruiting and inducting staff
    • Module 4: Optimising high performance: principles and challenges, establishing and reviewing performance standards
    • Module 5: Managing difficult situations: poor performance, grievances, redundancies
    • Module 6: Developing staff: promoting a learning climate, team-building, understanding and supporting diversity

     

    Managing people contains 6 hours of optional self-development activity content.

     

    Author: Professor Peter McCaffery 
    Deputy Vice-Chancellor, London Metropolitan University

    Reviewer: Professor Margaret Orr 
    Director, Centre for Learning, Teaching and Development, University of the Witwatersrand

  • Managing resources
    Overview

    Publication date: July 2012 
    Core activities: 3 hours 
    Additional activities: 7 hours   

    This course examines the many aspects of managing fiscal and facilities resources in a higher education institution. The course will help participants to:

      • Assess their department’s programmes and services and manage conflicting resource needs and requests
      • Understand resource management in the context of institutional governance, mission and strategy
      • Understand different sources of revenue and expenses
      • Understand the technical ‘hows’ and ‘whys’ of managing departmental finances and facilities
      • Consider how to maintain professional and ethical practice in the context of resource management.

     

    Syllabus
    • Module 1: Roles and responsibilities: assessing departmental provision, serving as a departmental advocate, managing conflicting resource needs
    • Module 2: Resource management in alignment with an institution’s governance, mission and strategy
    • Module 3: Understanding departmental finances: revenue and expenses explained
    • Module 4: Managing departmental budgets: models, development, cycles
    • Module 5: Managing departmental facilities: operational and financial considerations
    • Module 6: The art and ethics of resource management

     

    Managing resources contains 7 hours of optional self-development activity content.

     

    Author: Professor Margaret Barr 
    Professor Emeritus, School of Education and Social Policy, Northwestern University

    Author: Dr George McClellan 
    Vice-Chancellor for Student Affairs, Indiana University–Purdue University Fort Wayne

    Reviewer: Dr Donald E Heller 
    Dean, College of Education and Professor of Education, Michigan State University

    Reviewer: Professor Peter McCaffery 
    Deputy Vice-Chancellor, London Metropolitan University