Role of chair


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Role of chair

  2. 2. Role of Chair <ul><li>Why do we need to consider role of chair? </li></ul><ul><li>1 You may become a chair (there is a chair for each programme panel) </li></ul><ul><li>2 Roles, responsibilities, expectations of Chair crucially affect work of Panel. </li></ul>
  3. 3. Chair for the Review : is custodian of the review – has responsibility for integrity of HEQC processes <ul><li>Guidelines, Manual, p. 49 </li></ul><ul><li>“must ensure” x 6 </li></ul><ul><li>“is responsible” x 4 </li></ul><ul><li>“should ensure” x 1 </li></ul><ul><li>“the duty” x 1 </li></ul><ul><li>“acts as the conduit” x 1 </li></ul>
  4. 4. Chair for the Review: a CEO? <ul><li>The Chair is more than a Chair </li></ul><ul><li>“ Reflections of a former CEO” </li></ul><ul><li>“ To be a good chairman, you need to have the same skill set as a CEO as a base. You have to have the leadership skills, the focus, the ability to build a team - all of those typical CEO skills are also important for a chairman. As with a CEO, a chairman also needs to be a strategic thinker, and have an ability to set and achieve goals.” </li></ul>
  5. 5. Same responsibility as CEO; but not the same power <ul><li>“As a CEO, you usually have the right to hire and fire, which means you have the opportunity to pick a team that will function effectively around you. If things go wrong with key appointments, for example, you really only have yourself to blame in that context.” </li></ul>
  6. 6. Attributes of a Chair <ul><li>“ Members of the team often have very different backgrounds. As a chairman, you therefore have to be seen to be fair to all concerned - a good listener, a good communicator, and be able to let people speak their minds without compromising the decision-making efficiency of the board. A chairman's role is often building a consensus from what can be very different initial points of view, so you need a certain amount of maturity, common sense and wisdom to do that effectively.” </li></ul>
  7. 7. Chair for the Review and Programme Chairs <ul><li>Chairs play different roles: </li></ul><ul><li>Panel sessions with the institution (collecting information) </li></ul><ul><li>Closed sessions aimed at decision making (using information) </li></ul><ul><li>Social relationships in 1 & 2 are different </li></ul>
  8. 8. Panel sessions with the institution <ul><li>Don’t read the literature : </li></ul><ul><li>“ It is good practice for the chair to arrive at the venue ten to fifteen minutes before the planned start time. This enables you to familiarize yourself with the surroundings and place any relevant information, such as the agenda, in front of each seat. Look for any problems with the seating, lighting or anything else that may have an impact on the meeting. If possible, engage the early arrivers in small-talk, whilst looking for clues as to their attitudes and priorities.” </li></ul>
  9. 9. Sessions with the institution : Changing emphasis of sessions <ul><ul><li>Listening and understanding in light of institutional circumstances and aims </li></ul></ul><ul><ul><li>Eliciting information with respect to gaps and puzzles </li></ul></ul><ul><ul><li>Triangulating / confirming emerging judgements </li></ul></ul>
  10. 10. Sessions with the institution : from M Ed experience <ul><li>Sets the tone / ethos </li></ul><ul><li>Names, and purpose of each session </li></ul><ul><li>Formal meeting protocol (note taking, laptops) </li></ul><ul><li>Questions agreed beforehand; no rambling, contain personal enthusiasms </li></ul><ul><li>Promotes focus on purposeful questioning, listening and clarifying (no interrogation; no evaluative comments; no debate; no argument; no advice) </li></ul>
  11. 11. Sessions with the institution : from M Ed experience <ul><li>Regulation of panel’s interview techniques: (intervenes when necessary) </li></ul><ul><li>Sensitivity to roles and rank of interviewees </li></ul><ul><li>Minority interests/ those who talk the loudest (all present at interview should be involved) </li></ul><ul><li>Don’t overtly “zoom in” on negatives </li></ul>
  12. 12. Within the Panel <ul><li>Allocation of responsibilities/ criteria (balance of particular and general) </li></ul><ul><li>Consistency, but not ‘halo effect’ across panels </li></ul><ul><li>Work towards consensus, using evidence linked to criteria </li></ul><ul><li>Distinction “as is” and “to be”; sensitivity to context </li></ul>
  13. 13. Within the Panel <ul><li>Review sessions (may involve work in evenings): listen, summarise </li></ul><ul><li>Assembling of evidence for NI or DNC judgements </li></ul><ul><li>Report writing: build on drafts </li></ul><ul><li>Lead panel to overall judgements – can the report can withstand legal scrutiny? </li></ul>