414 - Managing, Facilitating and Embracing

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414 - Managing, Facilitating and Embracing

  1. 1. Managing, Facilitating, Embracing Change: A Story about Re-structuring a Large Academic School Anne K. Craven Director of Administration, Helsinki Theatre Academy anne.craven@teak.fi 04 April 20121 04 April 2012 Anne K. Craven
  2. 2. Focus of the Session: Management of Restructuring/Mergers Concerns and opportunities: • Strategy • Operations2 04 April 2012 Anne K. Craven
  3. 3. In This Session – Details  Strategic Management of Change  UEL: Merger of Law and Social Sciences  Sharing experiences  Lessons learned and applied? Seizing Opportunities? – The case of Helsinki Theatre Academy3 04 April 2012 Anne K. Craven
  4. 4. Restructuring: World of Change and University Strategy4 04 April 2012 Anne K. Craven
  5. 5. University Strategy Formulation and Development in Times of Change 1 Hannagan (2002: 16): ‘Strategic management is about a sense of purpose, looking ahead, planning, positioning, strategic fit, leverage and stretching. … It is about the purpose of the organisation, the direction it is to take and the way it forms and prepares itself to face competition.’5 04 April 2012 Anne K. Craven
  6. 6. University Strategy Formulation and Development in Times of Change 2 Lockwood and Davies (1985: 167) Institutional planning seen as ‘the continuous and collective exercise of foresight in the integrated process of taking informed decisions affecting the future’.6 04 April 2012 Anne K. Craven
  7. 7. Restructuring as a Strategic Response to Challenges  What challenges might trigger a restructuring within a university?7 04 April 2012 Anne K. Craven
  8. 8. Restructuring as a Strategic Response to Challenges (‘Push’)  Changes in higher education policy  Changes of practice  Competition  Efficiency savings  Supporting a failing department/school8 04 April 2012 Anne K. Craven
  9. 9. Restructuring as a Strategic Opportunity  What opportunities might trigger a restructuring within a university?9 04 April 2012 Anne K. Craven
  10. 10. Restructuring as a Strategic Opportunity (‘Pull’)  Interdisciplinary/joint research  Interdisciplinary/joint courses  Attracting more research/teaching income  Other strategic opportunities10 04 April 2012 Anne K. Craven
  11. 11. University Strategy Formulation and Development in Times of Change 3 Ronald Barnett (2000: 6)  ‘supercomplexity’  a situation in which we are encountered not only by a great number of data but are also encountering a ‘multiplication of frameworks’11 04 April 2012 Anne K. Craven
  12. 12. University of East London: Regional University and Strategic Development12 04 April 2012 Anne K. Craven
  13. 13. University of East London  Diversity of population: – Cultures – Ethnicities – Languages – Economic situation – Social class  Antipathy towards university education?13 04 April 2012 Anne K. Craven
  14. 14. University of East London 2  Regional university  Skills training  Distance learning  Regeneration: ‘Revitalised stocks of social, cultural and symbolic capital’ (Snee and Lock 2000: 145)  ‘Regeneration university’ (Snee and Lock 2000: 147– 148)14 04 April 2012 Anne K. Craven
  15. 15. UEL Restructuring 2011  New Vice-Chancellor; new strategy  ‘Transformation for Excellence’ – Excellence in teaching, scholarship, research – Talent management: attracting, sustaining and developing talent  Challenges for Transformation for Excellence – Schools formed on outdated principles – Structures hindering interdisciplinarity15 04 April 2012 Anne K. Craven
  16. 16. UEL Restructuring: Key Changes  Humanities and Social Sciences (HSS) => Moving Humanities subjects to the new School of Arts and Digital Industries (ADI)  Humanities and Social Sciences (HSS) => Moving Social Sciences to the School of Law, forming the new School of Law and Social Sciences (LSS)  Also: Forming the new School of ACE (Architecture, Computing and Engineering)16 04 April 2012 Anne K. Craven
  17. 17. Restructuring: A Personal Experience  Recruited to become Registrar of the School of Law, end of February 2011  Mergers decided upon in Spring 2011  Joining the School of Law in early June 2011  Mergers becoming official in August 2011  Voluntary Redundancy Scheme running in 2011  Maternity leave for a ‘shared’ admin member of staff17 04 April 2012 Anne K. Craven
  18. 18. Restructuring: LSS  Split-site school: Docklands (Dox), Stratford (Duncan House (DH))  Travelling via DLR and Tube  11 staff; 6 in DH, 5 in Dox  One Dox staff in a shared helpdesk (2-3 ADI staff, 1 LSS staff)18 04 April 2012 Anne K. Craven
  19. 19. Restructuring: Challenges in LSS  Physical changes: Distance/travelling btw. sites – Day-to-day supervision of teams  Communication in a larger School (c 2600 students, 100 staff)  Different policies and procedures – Different committees and forms  IT issues  Co-operation with the other Schools – Helpdesk procedures esp. Drop Box  Concerns over redundancies => change in workloads  Concerns over the maternity leave  Student experience  Budget, REF, academic staff performance (Dean’s concerns)19 04 April 2012 Anne K. Craven
  20. 20. Tackling Challenges in LSS Admin  Distance/travelling btw. sites – Day-to-day supervision of teams20 04 April 2012 Anne K. Craven
  21. 21. Tackling Challenges in LSS Admin  Communication in a larger School (c 2600 students, 100 staff)21 04 April 2012 Anne K. Craven
  22. 22. Tackling Challenges in LSS Admin  Different policies and procedures – Different committees and forms22 04 April 2012 Anne K. Craven
  23. 23. Tackling Challenges in LSS Admin  IT issues23 04 April 2012 Anne K. Craven
  24. 24. Tackling Challenges in LSS Admin  Co-operation with the other Schools – Helpdesk procedures esp. Drop Box24 04 April 2012 Anne K. Craven
  25. 25. Tackling Challenges in LSS Admin  Concerns over redundancies => change in workloads25 04 April 2012 Anne K. Craven
  26. 26. Tackling Challenges in LSS Admin  Concerns over the maternity leave26 04 April 2012 Anne K. Craven
  27. 27. Tackling Challenges in LSS Admin  Student Experience27 04 April 2012 Anne K. Craven
  28. 28. UEL Restructuring: A Summary  Challenges: – Workload issues – Management issues – Communication and procedures  Transformation > < preservation of brand/identity  Cultivation of relationships  Playing to one’s strengths28 04 April 2012 Anne K. Craven
  29. 29. Strategy Development, Transformation, Sustain ability – A Balancing Act  University/Collegiality  Corporate Enterprise?29 04 April 2012 Anne K. Craven
  30. 30. Discussion: Restructuring/Mergers  Sharing from own experiences  What challenges did you face?  What opportunities did you have?  What did you do?  Similarities with the case at UEL?  Differences with the case at UEL?  Lessons learned?30 04 April 2012 Anne K. Craven
  31. 31. Case Study: Merger of three Universities in Finland  Theatre Academy Helsinki  C. 400 students, 50 academic staff, 86 admin staff  ‘Stubborn’ defender of the freedom of artistic expression  Commercial projects  Collaborative research  Creativity31 04 April 2012 Anne K. Craven
  32. 32. Case Study: Merger of three Universities in Finland  TeaK, Sibelius-Academy, Fine Arts Academy (400/1400/300 students)  Academies have sought a merger for years – New Law on Universities, 2010; Government policy; example of Aalto University – Strength of interest within the institutions  Benefits – Visibility and credibility in international competition (‘interesting’) – Finances: Government funding and efficiency savings in shared services  Challenges – Different IT systems – Different ways in organising workloads and roles (cf. the role of technician) – Concerns of staff (autonomy; change in roles; workloads)  Time Frame: By January 2013 and after January 201332 04 April 2012 Anne K. Craven
  33. 33. Case Study: Merger of three Universities in Finland  From the viewpoint of Theatre Academy Helsinki, what should the merger be like?  Ideal strategy and steps to take?  What should be done/taken into account?  What questions still need answering?  Own experiences?33 04 April 2012 Anne K. Craven
  34. 34. UEL, TeaK: ‘Work in Progress’ – Playing to Strengths34 04 April 2012 Anne K. Craven
  35. 35. Concluding Remarks: University Strategy Cycle and Change  Self-Correction, Advancement, Achievement  Draft? University Strategy35 04 April 2012 Anne K. Craven
  36. 36. Many Thanks! Anne Craven anne.craven@teak.fi References:  Barnett, R., 2000: Realizing the University in an Age of Supercomplexity (Buckingham & Philadelphia, PA: SRHE & OUP).  Hannagan, T., 2002: Mastering Strategic Management, Palgrave Master Series (Business Series Editor: Richard Pettinger) (Basingstoke and New York: Palgrave).  Lockwood, G. and Davies, J. (chief contributors), 1985: Universities: The Management Challenge (Windsor: SRHE & NFER-Nelson).  http://www.uel.ac.uk/  http://www.teak.fi  http://www.siba.fi  http://www.kuva.fi36 04 April 2012 Anne K. Craven

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