notes
GRADUATE ATTRIBUTES
Critical thinking, Independent thinking, Problem solving, Multi cultural perspective, Communication skills, Theory to action, Interdisciplinarity, Entrepreneurial skills, Empathy, Life skills
TYPES
Central university (established by an act of parliament & under purview of DHE in MHRD), State University, State Private University, Deemed to be universities, Open Univ
Unitary (non affiliating). Affiliating Univer. Special University eg., music Univ, health Univ, Science & technology
OBJECTIVES OF HIGHER EDUCATION
‘Preservation of traditional knowledge, Generation of new knowledge, Dissemination of knowledge, Cultivation of mind (liberal education), Skill development (vocational and technical edu), Transformation of a society through knowledge
CENTRAL UNIVERSITY ADMIN STRUCTURE
Visitor - President
Chancellor (Vice President) Pro Chancellor - Education Minister (CJI, DU), Rector (Governor), Vice Chancellor - Principal academic & Executive Officer of the University
Pro VC, Directors / Deans, Registrar, Finance Officer, Proctor
STATE UNIVERSITY ADMIN STRUCTURE
Chancellor (Governor) Pro Chancellor - Higher Education Minister, Vice Chancellor - Principal academic & Executive Officer of the University, Pro VC (optional), Registrar, Controller of Exams, Finance Officer, Deputy Registrar, Assistant Registrars
CENTRAL UNIVERSITY - STATUTORY BODIES
Court, Executive Council / Syndicate / Board of Management, Academic Council, Planning & Monitoring Board, Finance Committee
UNIVERSITY - GOVERNANCE
ACTS (legislation - UGC Act 1956)
STATUES (VC appointment, tenure, constitution of BoS, Appointment of Teachers etc)
ORDINANCES (Regarding admission of students, conduct of exams, grant of fellowship, qualification pertaining to degrees, diplomas, certificates)
REGULATIONS (Univ authorities make regulations, need to be consistent with statutes & ordinances), procedure for conducting meetings, including quorum etc
ADMIN ISSUES
source: https://tomprof.stanford.edu/posting/1220
1. A good portion of your decisions will not be of an academic nature.
As an academic administrator, you will be caught in a world between two forces: bureaucracy and academia. Both sides are necessary to the Univ and both sides will expect you to see things their way. The trouble is, many times both sides are often right. Many times there really are good reasons for some of the decisions that are made by administration. The hard part is getting everybody else to see those reasons.
2. Evaluating colleagues is tough. Often personnel evaluation is difficult and unpleasant
3. As an administrator, your schedule is often at the mercy of those around you. Management of time is the most important attribute one must have.
4. People will often surprise you.
When you get to know someone as an equal, you only see what he or she projects outwardly. You don't always get to see their true nature or their effect on others.
5. You may have to confront your colleagues.
Many chairs are surprised by the number of complaints they receive of fellow faculty members from students or other faculty. A reality exists within this reality: You can be friendly with people, but you really can't be friends. It's hard to maintain friendships and to be fair, honest, and at times tough on those you supervise.
6. Someone will be upset with some aspect of nearly every decision you make.
As an administrator, you must view decisions from multiple perspectives and take a data-driven approach while serving the interests of faculty and student
7. Few people will understand what you do.
8. You will now have to think in terms of documentation.
If you are not documenting activities you will have no evidence of their existence; therefore, they must be documented. It is extremely difficult to enact practices that are both faculty-friendly and readily documentable. .
9. Some days you will be more of a mediator than an administrator.
Conflict is inevitable when two or more people interact with each other over time, and it is no different in the postsecondary environment. Three basic levels: faculty and student, faculty and faculty, and faculty and administration.
10. Communication is the key.
Nearly every success and failure in an admin role depends on the quantity and quality of your communication. Much of the job will be dealing with personalities, relationships, conflict mediation, culture, politics, and change management. Policy and practice decisions can often be easy to make but hard to implement. It all boils down to how your faculty view these decisions and whether they see the benefits to their jobs and/or their students. Learning to manage the many egos and personalities in higher education is often essential to academic leadership success.
Conclusion: Leadership develops daily, not in a day. The keys to success as an academic leader are to be process minded, fair and ethical, and to retain a focus on building strong relationships. Academic administration is a marathon, not a sprint. Anybody can do it for a short time, but you have to have the right mindset and approach to stick it out for the long haul.
GRADUATE ATTRIBUTES
Critical thinking, Independent thinking, Problem solving, Multi cultural perspective, Communication skills, Theory to action, Interdisciplinarity, Entrepreneurial skills, Empathy, Life skills
TYPES
Central university (established by an act of parliament & under purview of DHE in MHRD), State University, State Private University, Deemed to be universities, Open Univ
Unitary (non affiliating). Affiliating Univer. Special University eg., music Univ, health Univ, Science & technology
OBJECTIVES OF HIGHER EDUCATION
‘Preservation of traditional knowledge, Generation of new knowledge, Dissemination of knowledge, Cultivation of mind (liberal education), Skill development (vocational and technical edu), Transformation of a society through knowledge
CENTRAL UNIVERSITY ADMIN STRUCTURE
Visitor - President
Chancellor (Vice President) Pro Chancellor - Education Minister (CJI, DU), Rector (Governor), Vice Chancellor - Principal academic & Executive Officer of the University
Pro VC, Directors / Deans, Registrar, Finance Officer, Proctor
STATE UNIVERSITY ADMIN STRUCTURE
Chancellor (Governor) Pro Chancellor - Higher Education Minister, Vice Chancellor - Principal academic & Executive Officer of the University, Pro VC (optional), Registrar, Controller of Exams, Finance Officer, Deputy Registrar, Assistant Registrars
CENTRAL UNIVERSITY - STATUTORY BODIES
Court, Executive Council / Syndicate / Board of Management, Academic Council, Planning & Monitoring Board, Finance Committee
UNIVERSITY - GOVERNANCE
ACTS (legislation - UGC Act 1956)
STATUES (VC appointment, tenure, constitution of BoS, Appointment of Teachers etc)
ORDINANCES (Regarding admission of students, conduct of exams, grant of fellowship, qualification pertaining to degrees, diplomas, certificates)
REGULATIONS (Univ authorities make regulations, need to be consistent with statutes & ordinances), procedure for conducting meetings, including quorum etc
ADMIN ISSUES
source: https://tomprof.stanford.edu/posting/1220
1. A good portion of your decisions will not be of an academic nature.
As an academic administrator, you will be caught in a world between two forces: bureaucracy and academia. Both sides are necessary to the Univ and both sides will expect you to see things their way. The trouble is, many times both sides are often right. Many times there really are good reasons for some of the decisions that are made by administration. The hard part is getting everybody else to see those reasons.
2. Evaluating colleagues is tough. Often personnel evaluation is difficult and unpleasant
3. As an administrator, your schedule is often at the mercy of those around you. Management of time is the most important attribute one must have.
4. People will often surprise you.
When you get to know someone as an equal, you only see what he or she projects outwardly. You don't always get to see their true nature or their effect on others.
5. You may have to confront your colleagues.
Many chairs are surprised by the number of complaints they receive of fellow faculty members from students or other faculty. A reality exists within this reality: You can be friendly with people, but you really can't be friends. It's hard to maintain friendships and to be fair, honest, and at times tough on those you supervise.
6. Someone will be upset with some aspect of nearly every decision you make.
As an administrator, you must view decisions from multiple perspectives and take a data-driven approach while serving the interests of faculty and student
7. Few people will understand what you do.
8. You will now have to think in terms of documentation.
If you are not documenting activities you will have no evidence of their existence; therefore, they must be documented. It is extremely difficult to enact practices that are both faculty-friendly and readily documentable. .
9. Some days you will be more of a mediator than an administrator.
Conflict is inevitable when two or more people interact with each other over time, and it is no different in the postsecondary environment. Three basic levels: faculty and student, faculty and faculty, and faculty and administration.
10. Communication is the key.
Nearly every success and failure in an admin role depends on the quantity and quality of your communication. Much of the job will be dealing with personalities, relationships, conflict mediation, culture, politics, and change management. Policy and practice decisions can often be easy to make but hard to implement. It all boils down to how your faculty view these decisions and whether they see the benefits to their jobs and/or their students. Learning to manage the many egos and personalities in higher education is often essential to academic leadership success.
Conclusion: Leadership develops daily, not in a day. The keys to success as an academic leader are to be process minded, fair and ethical, and to retain a focus on building strong relationships. Academic administration is a marathon, not a sprint. Anybody can do it for a short time, but you have to have the right mindset and approach to stick it out for the long haul.