By Dianne Dorland
This ebook presents foundational options on occasions the place deans locate themselves while dealing with up, coping with their friends and themselves, or dealing with down. The case reports and eventualities are worthy for puzzling over difficulties or matters previously and for contemplating how different deans dealt with those events, no matter if the specifics or eventual resolutions are diversified. whereas there'll be changes in who's concerned, the activities they could take, the price of these activities, the results that may be completed, how activities are associated with results, and what details is accessible, each one case or state of affairs offers situational insights. The case reviews and situations signify quite a number reviews from many deans and canopy numerous either private and non-private associations of other sizes and locations.
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Additional info for A Toolkit for Deans
Latour’s evaluations in both the dean’s office and his new position in the research center, Dean Teagren consulted with human resources on contract renewals. indb 32 2/26/14 6:35 AM LEADING AND MANAGING STAFF, ASSOCIATE DEANS 33 well-evidenced case for nonrenewal was in place, the dean opted to allow Mr. Latour’s contract to expire, providing him with the appropriate notification that this would happen. Mr. Latour sought union support but despite good past performance reviews, because of the clear documentation of expectations and current poor performance, the union did not support a grievance.
1 You are a dean at a mid-sized public university. Your college has select programs that require accreditation, and several of your peer deans deal with accreditations either for departments or for the entire college. The dean team is at a meeting with the provost discussing budget shortfalls and next year’s allocation of resources. One of the deans indicates that she will need additional resources for the next two years to meet the requirements for reaccreditation. Challenge Question: How would you respond as a peer dean?
She did not greet or interact with anyone else in the office and worked behind closed doors. Over the next five months, the office atmosphere continued to be tense as a result of Ms. Sour’s behavior. Questions 1. What would you do as a dean? 2. Whom do you need to involve in this situation? 3. What information do you have available for a viable solution? 4. Who could provide you with guidance in this situation? 5. If you want to relocate Ms. Sour, what steps do you need to take and what will be the cost of such an action?
A Toolkit for Deans by Dianne Dorland