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Meeting Today’s Leadership Challenges Facing An Academic Dean and Assistant Dean

Meeting Today’s Leadership Challenges Facing An Academic Dean and Assistant Dean. School of Business, Social Sciences, Wellness, and Education (BSSWE) The Community College of Baltimore County. Dr. Avon H. Garrett, Dean Dr. Timothy O. Davis, Assistant Dean. March 6, 2012.

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Meeting Today’s Leadership Challenges Facing An Academic Dean and Assistant Dean

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  1. Meeting Today’s Leadership Challenges Facing An Academic Dean and Assistant Dean School of Business, Social Sciences, Wellness, and Education (BSSWE) The Community College of Baltimore County Dr. Avon H. Garrett, Dean Dr. Timothy O. Davis, Assistant Dean March 6, 2012

  2. Welcome To Our World

  3. Discussion Points • Change Management • Cross-Functional Management/Leadership • Succession Planning • Employee Development • Budget Planning & Execution

  4. Organizational Chartfor theSchool of Business, Social Sciences, Wellness, and Education NOTE: Linda Steindler, Administrative Assistant to the Dean. *Cross functional team. Approved: July 31, 2003 Date 4

  5. Lewin Change Management Process 2 3 1 Refreeze Unfreeze Change

  6. Cross-Functional Management • Rapid decision-making • Non-parochial view with respect to resources • School-wide coverage • Communication (effective, efficient & consistent) • Signature authority • Executive council

  7. Succession Planning • Leadership Positions: • Dean • Assistant Dean • Chairperson - 4 • Program Coordinators - 28

  8. Truck Replacement

  9. Employee Development • BSSWE Fellows Leadership Development Program (BFLDP)

  10. Employee Development • The BSSWE Fellows Leadership Development Program aligns with the competencies needed to lead & manage within BSSWE: • Foundation Skills • Areas of Expertise • Roles

  11. Civility (Rules and Procedures) • Networking and Partnering • Demonstrating Adaptability • Learning Strategist • Business Partner • Project Manager • Professional Specialist CRITICAL THINKING • Managing Organizational Knowledge (Course Scheduling, Understanding School Structure) • Career Planning and Talent Management • Coaching • Facilitating Change Foundation Skills

  12. Employee Development • Knowledgeable Faculty • Commitment to Strategic Success • Shared Responsibility • Ombudsmen • Career Development • Real-Life Case Studies • Mentoring/Coaching/Counseling • Experiential Project • Develop an Executive Summary and Case for Action

  13. Succession Planning vsEmployee Development Employee Development • Main focus is to develop current employees for advancement to leadership positions planned or unplanned • Ensures qualified pool of candidates to replace key individuals • Prepares future leaders • Enhances skills for success in current position Succession Planning 13

  14. Individual Development Plan (IDP) • Tool provided by the organization to assess the strengths of employees’ Skills, Knowledge, and Abilities. • Assess employees’ plans for their career path, by identifying training, workshop, or conference opportunities. • Increasingly more common in academic environments.

  15. BSSWE Goals for IDP • Planning Tool for Faculty & Staff • Encourages Personal Review of Professional Needs • Professional Development Tool/Record • Promotion • Budgeting • Annual Professional Summaries (APS) • Conferences/Seminars/Symposia

  16. Benefits of Individual Development Plans (IDPs) • Allowing career goals to be planned and achieved in a realistic timeframe. • Linking one’s career goals to the mission of the organization. • Fostering communication between employees and management. • Supporting the BSSWE Budget Process • Aiding the Strategic Planning Process for School of BSSWE

  17. Money Matters

  18. Budget Planning In response to today’s challenging economic times and securing needed resources, this requires: • Being more specific with budget requests; • Developing Stronger justifications for new • budget requests; and • Focusing on program needs instead of • wants.

  19. Budget Planning • Timelines • Justifications • Cost Estimates • Incremental Spending • Prioritization • Strategic Reductions or Plus Ups • IMC’s (Internal Management Controls) • Execution

  20. Questions?

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