1 / 10

Professionel University Management

Professionel University Management. CESAER 20 th General Assembly & Seminar 30 th October 2009 President Lars Pallesen. An observation. Why is it neccessary to use ”professional” in the context of ” university management” ? Is it because :

alden
Download Presentation

Professionel University Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Professionel University Management CESAER 20th General Assembly & Seminar 30th October 2009 President Lars Pallesen

  2. An observation Why is it neccessary to use ”professional” in the context of ”university management” ? Is it because: • Universitiesregardthemselves as unmanagedorevenunmanagable ? • Universitiesregardthemselves as unprofessional ? • Universitiesregard professionalisme in management as a perculiardiscipline for geeky researchers ? Or is it becauseuniversities in factareawarethatchangesareneeded and that professional skills in management of a universityareneeded to becomeorstaycompetitive in a globalizedeconomy, whereknowledge and innovation is the driver whichcanuphold a contry’scompetitiveedge.

  3. University management in Denmark The Danish UniversityAct of 2003 established new ruleson the organisation and management of Danish Universities, including: • A Board of Governorswith a majority of externalmembers and with the overall responsibility of the university. • A Presidenthired by the Board of Governors, and with the primaryresponsibility of the day to day management of the University. • Provost, UniversityDirector as well as Deans hired by the Board upon the recommendation of the President. • Department Headshired by the President/Dean. • An AcademicCouncil, whoseresponsibility is limited to certainacademicaffairs.

  4. University management at DTU University management at DTU is basedon the ”US-model” of university management, including: • A long term strategy (6 years) with mission, vision, strategicgoals, values, organisation and strategic plan. • Decentralisedcompetence and responsibility to the head of departmentlevel (hired). • Single point of responsibiilty • No ”by-passing”. • Academicfreedom. • Annualcycle of planning and accounting. • Accountability.

  5. University management at DTU (II) University management at DTU is basedon the ”US-model” of university management, including: • Annual sessions to set up goals (4 year-perspective) for eachdepartment and with a number of annualfollow-ups, comprising of: • Department profile and strategy • Human resources and staff policies • Other resources (partnerships, IT, equipment, labs etc.) • Development in education, research, public sector consultancy and innovation • Visibility and marketing • Economy • Major strategic projects • Approx. 50 quantitative goals

  6. Food for thoughts ? – The Crown Indicator

  7. Food for thoughts ? – The Crown Indicator

  8. Food for thoughts ? – The Crown Indicator

  9. Food for thoughts – The Crown Indicator

  10. Food for thoughts – The Crown Indicator

More Related