220 likes | 327 Views
The Only Thing That Stays the Same: Change and its continuing impact on leadership and management Bill Lovegrove Vice-Chancellor & President University of Southern Queensland. Overview of Presentation. Changes in our system What might it mean More leadership versus management
E N D
The Only Thing That Stays the Same:Change and its continuing impact on leadership and managementBill LovegroveVice-Chancellor & PresidentUniversity of Southern Queensland
Overview of Presentation • Changes in our system • What might it mean • More leadership versus management • Help from research • Relevance to Universities • Application to USQ
Looking Back • Best practice in management and leadership: • forged in the 1990s • predicted skills needed in current decade • Government’s agenda for market system • universities as enterprises • same pressures as business and industry
Recent Changes • Deregulation of system • Fees help • New competitors • Variable HECs • Fee-paying places • Teaching and Learning • LTPF • Research • RQF • International • ESOS act • Community Service • Possible new funding stream • AUQA • Administrative • HEIMS • ?
What Does It Mean for Us? • Must be more flexible and adaptable • Old solutions less useful • Learning Organisations • Leadership a higher priority • At all levels • Finding Opportunities
Management is about: plans & budgets staffing & organising controlling & problem solving Management produces: order & predictability Leadership is about: establishing direction aligning people motivating & inspiring Leadership produces: useful change (Kotter 1990)
Drucker: ‘Age of Social Transformation’ (1994) • Post-industrial economy and globalisation as the backdrop • An emerging knowledge society characterised by: • discontinuous change • complexity • instability • unsustainability • Emerging operating environment creates new demands • Strong central control to “order the mess” – the wrong response • Move from systematic control to systematic inquiry • creating knowledge generating and transformative organisations
Old paradigm Organisation discipline Inflexible organisations Administration Poor communication Disempower and mistrust employees Enforce control Emerging paradigm Organisation learning Flexible organisations Leadership Open communication Empower and value employees Encourage creativity Enterprising Nation(‘Karpin Report’) (1995)
Organisational dimensions Customer orientation Entrepreneurship Functional skills Global orientation Management development Quality commitment ‘Soft (people) skills’ Strategic skills 1995 status expressed as % of level needed for 2010 best practice 50% 30% 75% 30% 40% 50% 30% 40% Karpin’s ‘gaps to be bridged’ to 2010 world best practice
University Challenges : Karpin’s “gaps to be bridged” • Customer Orientation • Entrepreneurship • Functional Skills • Global Orientation • Management development • Quality commitment • “soft (people) skills” • Strategic skills
USQ’s Specific Challenges • Vision • Culture • Leadership • Flexibility • Learning organisation • Budgets and efficiency
Australia’s Leading Transnational Educator • Generating the vision • Ownership • Motivation • Guidance
Leadership Model • Culture which facilitates and recognises leadership and creativity at all levels • Process to a model • Getting the right people on the bus • Getting them in the right seats • Building teams • Allocating resources
Learning Organisation • Uneven practices • Learning from each other • Project Management • Evaluation • Taking a risk
Budgets and Efficiency • Knowing costs is fundamental • ABC • Models for service delivery • Using the information • Work force planning
Final Word • Culture of Institution • Vision • Culture • Leadership • Flexibility • Learning organisation • Budgets and efficiency