Academic Leadership and ResarchManagement

1. Academic Leadership and ResarchManagement ANTON J. NIJSSEN (ESMU)

2. INTRODUCTION • Director of a private company in policy research (Research voor Beleid, Leiden) • Director of a university research institute in educational sciences (SCO Kohnstamm Instituut, Amsterdam) • Director of T.M.C. Asser Instituut in the Hague + H.E.E. Consulting Group, Bruxelles

3. POSITIONING Rue de la science Rue de L’industrie DGResearch ESMU / H.E.E. DGEducation

4. ESMU and HUMANE ESMU is the European Centre for Strategic Management of Universities. It has the following aims: -                     - to assemble and transfer expertise on university management practices; -                     - to promote policies for institutional change in European higher education; -                     - to provide relevant services to European higher education institutions - benchmarking. ESMU was set up in 1986. It is governed by a General Assembly, consisting of representatives of European universities. HUMANE is a Europe-wide network of heads of university management and administration. Its aim is to see to an active exchange of information, advice and best practices between universities in Europe. HUMANE organises seminars for professional development and networking for the members. It is supported by ESMU and cooperates: - Winterschool - Preparation of an MBA - preparation of an advanced leadership course.

6. ABOUT MANAGEMENT AND LEADERSHIP

7. THE ACHENBACH SYSTEM • Control is only one hand and voice, or …! • Good horses • A lot of basic training • Willing to work in the team • Recognition of different characters and competences; recognition of the need for this • Clear aims, focus and instruction / commands • Good equipment, facilities etc.

8. Forms of Research Management in Europe

9. THEORIES • Grounded theories only, meaning time and place dependant • Practical (tacit) knowledge more important • Flexibility is essential, always; and willingness too learn Theory not a basis for rm’s profiles.

10. The real situation • Stars – very advanced non-routine work; self-motivation and autonomy of the people • Technology driven, often not ‘proven’ • Many different stakeholders / politics • Lack of budget and resources

11. The reality of everyday research management • Bureaucracy and lack of professionalism • Entrepreneurs and (academic) leaders ? • Need for accountability and need for budget flexibility • (stakeholder) politics; multiple ambitions and goals • Internationalization • (Lack of) HRM and HRD

12. What competences do you need ? • Impresario: finding and coaching the stars; establishment of leadership • People management • Creativity in organizing, finding money, using resources in a new way etcetera • Professional management

13. Opportunities and Duty of the management • Professionalization through basic training • To intensify exchange and learn from each other • To improve the quality of the organizations

14. Basic Training

15. An MBA in general (EFMD/EQUIS- and AACSB-criteria) • Workload: 1600 hours (preparations, class room work, project work) • Courses on: • - Organizational theory (change management) - Strategic management - Financial management, resources planning - Human respources management - IT - Marketing & sales

16. Our MBA • All the elements and courses needed. In addition: • EU level by using different partners in different countries • Practical knowledge by allowing only: - teachers from research organizations and universities - students with enough working expercience

17. It’s content • Six weeks of intensive on site learning in various places in Europe • Basic courses in all MBA-topics • Selectives in for instance: IP, stakeholder management etc. (partly through electronic delivery) • Not only cognitive learning, but also training

18. Only a start • It is only one element of management development in higher education and research • We are not even sure we can start this year • What we really need is a European business school for the public and educational sector