This document is a research paper that examines the use of management control systems in university faculties in Australia. Specifically, it investigates whether faculty Deans/Pro-Vice Chancellors take a more diagnostic or interactive approach when using management control systems. The paper draws on upper echelon theory to understand how the professional backgrounds and experiences of these senior academics influence their orientation. A survey and interviews were conducted. The results found that factors like longer experience in higher education and tenure in the Dean/PVC role correlated with a more interactive approach. Faculty complexity also correlated with greater interactive use of management control systems. The paper contributes new insights to debates around managerialism versus collegialism in university administration.