A Toolkit for Deans by Dianne Dorland

By Dianne Dorland

This booklet offers foundational concepts on occasions the place deans locate themselves while coping with up, coping with their friends and themselves, or dealing with down. The case reviews and situations are precious for puzzling over difficulties or concerns previously and for contemplating how different deans dealt with those occasions, whether the specifics or eventual resolutions are various. whereas there'll be adjustments in who's concerned, the activities they could take, the price of these activities, the results that may be completed, how activities are associated with results, and what info is out there, every one case or situation offers situational insights. The case reports and eventualities signify various stories from many deans and canopy a number of either private and non-private associations of alternative sizes and locations.

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What will you do with a chairperson who does not really want to be one? How will you manage a chairperson who dislikes you and creates uncomfortable situations because of his or her animosity? What course of action will you take with a passive aggressive chairperson who indicates he or she will do something you ask but does not follow through? In chairperson meetings, how will you handle those that are naysayers? Those that are pessimistic, see everything as a problem, and consequently create a negative meeting atmosphere?

Indb 44 2/26/14 6:35 AM 4 LEADING FACULTY One of the most rewarding things we do as deans is to lead our faculty. Although the dean has a critical role in hiring, tenuring, and promoting faculty, there are many more layers to this leadership. Strategizing with departments to optimize hires for departmental growth, expansion into new research areas, or replacement of current faculty helps the departments realize their goals. Supporting faculty research and creative activity, professional development, and the application of new pedagogies using new learning tools, equipment, or space promotes engaged faculty and productive departments.

Indb 32 2/26/14 6:35 AM LEADING AND MANAGING STAFF, ASSOCIATE DEANS 33 well-evidenced case for nonrenewal was in place, the dean opted to allow Mr. Latour’s contract to expire, providing him with the appropriate notification that this would happen. Mr. Latour sought union support but despite good past performance reviews, because of the clear documentation of expectations and current poor performance, the union did not support a grievance. After leaving the institution, Mr. Latour filed a suit against the university for discrimination.

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