414 - managing, facilitating and embracing

of 36/36
04 April 2012 Anne K. Craven 1 Managing, Facilitating, Embracing Change: A Story about Re-structuring a Large Academic School Anne K. Craven Director of Administration, Helsinki Theatre Academy [email protected] 04 April 2012

Post on 17-Nov-2014

517 views

Category:

Education

1 download

Embed Size (px)

DESCRIPTION

 

TRANSCRIPT

  • 1. Managing, Facilitating, Embracing Change:A Story about Re-structuring a Large Academic SchoolAnne K. CravenDirector ofAdministration, HelsinkiTheatre [email protected] April 20121 04 April 2012Anne K. Craven

2. Focus of the Session:Management of Restructuring/Mergers Concerns and opportunities: Strategy Operations204 April 2012Anne K. Craven 3. In This Session Details Strategic Management of Change UEL: Merger of Law and Social Sciences Sharing experiences Lessons learned and applied? SeizingOpportunities? The case of Helsinki Theatre Academy3 04 April 2012Anne K. Craven 4. Restructuring:World of Change andUniversity Strategy404 April 2012 Anne K. Craven 5. University Strategy Formulation andDevelopment in Times of Change 1Hannagan (2002: 16): Strategicmanagement is about a sense ofpurpose, lookingahead, planning, positioning, strategicfit, leverage and stretching. It is about thepurpose of the organisation, the direction it isto take and the way it forms and preparesitself to face competition.5 04 April 2012 Anne K. Craven 6. University Strategy Formulation andDevelopment in Times of Change 2Lockwood and Davies (1985: 167)Institutional planning seen asthe continuous and collective exercise offoresight in the integrated process of takinginformed decisions affecting the future.6 04 April 2012Anne K. Craven 7. Restructuring as a Strategic Responseto Challenges What challenges might trigger a restructuringwithin a university?704 April 2012 Anne K. Craven 8. Restructuring as a Strategic Responseto Challenges (Push) Changes in higher education policy Changes of practice Competition Efficiency savings Supporting a failing department/school804 April 2012 Anne K. Craven 9. Restructuring as a Strategic Opportunity What opportunities might trigger arestructuring within a university?904 April 2012 Anne K. Craven 10. Restructuring as a Strategic Opportunity(Pull) Interdisciplinary/joint research Interdisciplinary/joint courses Attracting more research/teaching income Other strategic opportunities1004 April 2012Anne K. Craven 11. University Strategy Formulation and Development in Times of Change 3 Ronald Barnett (2000: 6) supercomplexity a situation in which we are encountered not only by a great number of data but are also encountering a multiplication of frameworks1104 April 2012Anne K. Craven 12. University of East London:Regional University andStrategic Development1204 April 2012 Anne K. Craven 13. University of East London Diversity of population: Cultures Ethnicities Languages Economic situation Social class Antipathy towards university education?13 04 April 2012 Anne K. Craven 14. University of East London 2 Regional university Skills training Distance learning Regeneration: Revitalised stocks of social, cultural and symbolic capital (Snee and Lock 2000: 145) Regeneration university (Snee and Lock 2000: 147 148)14 04 April 2012 Anne K. Craven 15. UEL Restructuring 2011 New Vice-Chancellor; new strategy Transformation for Excellence Excellence in teaching, scholarship, research Talent management: attracting, sustaining and developing talent Challenges for Transformation for Excellence Schools formed on outdated principles Structures hindering interdisciplinarity1504 April 2012Anne K. Craven 16. UEL Restructuring: Key Changes Humanities and Social Sciences (HSS) => Moving Humanities subjects to the new School of Arts and Digital Industries (ADI) Humanities and Social Sciences (HSS) => Moving Social Sciences to the School of Law, forming the new School of Law and Social Sciences (LSS) Also: Forming the new School of ACE (Architecture, Computing and Engineering)1604 April 2012Anne K. Craven 17. Restructuring: A Personal Experience Recruited to become Registrar of the School of Law, end of February 2011 Mergers decided upon in Spring 2011 Joining the School of Law in early June 2011 Mergers becoming official in August 2011 Voluntary Redundancy Scheme running in 2011 Maternity leave for a shared admin member of staff17 04 April 2012Anne K. Craven 18. Restructuring: LSS Split-site school: Docklands (Dox), Stratford (Duncan House (DH)) Travelling via DLR and Tube 11 staff; 6 in DH, 5 in Dox One Dox staff in a shared helpdesk (2-3 ADI staff, 1 LSS staff)1804 April 2012Anne K. Craven 19. Restructuring: Challenges in LSS Physical changes: Distance/travelling btw. sites Day-to-day supervision of teams Communication in a larger School (c 2600 students, 100 staff) Different policies and procedures Different committees and forms IT issues Co-operation with the other Schools Helpdesk procedures esp. Drop Box Concerns over redundancies => change in workloads Concerns over the maternity leave Student experience Budget, REF, academic staff performance (Deans concerns)1904 April 2012Anne K. Craven 20. Tackling Challenges in LSS Admin Distance/travelling btw. sites Day-to-day supervision of teams20 04 April 2012 Anne K. Craven 21. Tackling Challenges in LSS Admin Communication in a larger School (c 2600 students, 100 staff)2104 April 2012Anne K. Craven 22. Tackling Challenges in LSS Admin Different policies and procedures Different committees and forms22 04 April 2012Anne K. Craven 23. Tackling Challenges in LSS Admin IT issues23 04 April 2012 Anne K. Craven 24. Tackling Challenges in LSS Admin Co-operation with the other Schools Helpdesk procedures esp. Drop Box2404 April 2012Anne K. Craven 25. Tackling Challenges in LSS Admin Concerns over redundancies => change in workloads25 04 April 2012Anne K. Craven 26. Tackling Challenges in LSS Admin Concerns over the maternity leave2604 April 2012Anne K. Craven 27. Tackling Challenges in LSS Admin Student Experience27 04 April 2012 Anne K. Craven 28. UEL Restructuring: A Summary Challenges: Workload issues Management issues Communication andprocedures Transformation > < preservation of brand/identity Cultivation of relationships Playing to ones strengths28 04 April 2012 Anne K. Craven 29. Strategy Development, Transformation, Sustain ability A Balancing Act University/Collegiality Corporate Enterprise?2904 April 2012Anne K. Craven 30. Discussion: Restructuring/Mergers Sharing from own experiences What challenges did you face? What opportunities did you have? What did you do? Similarities with the case at UEL? Differences with the case at UEL? Lessons learned?3004 April 2012 Anne K. Craven 31. Case Study: Merger of three Universities in Finland Theatre Academy Helsinki C. 400 students, 50 academic staff, 86 admin staff Stubborn defender of the freedom of artistic expression Commercial projects Collaborative research Creativity31 04 April 2012 Anne K. Craven 32. Case Study: Merger of threeUniversities in Finland TeaK, Sibelius-Academy, Fine Arts Academy (400/1400/300 students) Academies have sought a merger for years New Law on Universities, 2010; Government policy; example ofAalto University Strength of interest within the institutions Benefits Visibility and credibility in international competition (interesting) Finances: Government funding and efficiency savings in sharedservices Challenges Different IT systems Different ways in organising workloads and roles (cf. the role oftechnician) Concerns of staff (autonomy; change in roles; workloads) Time Frame: By January 2013 and after January 201332 04 April 2012Anne K. Craven 33. Case Study: Merger of three Universities in Finland From the viewpoint of Theatre Academy Helsinki, what should the merger be like? Ideal strategy and steps to take? What should be done/taken into account? What questions still need answering? Own experiences?3304 April 2012 Anne K. Craven 34. UEL, TeaK: Work in Progress Playing to Strengths3404 April 2012 Anne K. Craven 35. Concluding Remarks: University Strategy Cycle and Change Self-Correction, Advancement, Achievement Draft?University Strategy3504 April 2012Anne K. Craven 36. Many Thanks! Anne Craven [email protected] References: Barnett, R., 2000: Realizing the University in an Age of Supercomplexity (Buckingham & Philadelphia, PA: SRHE & OUP). Hannagan, T., 2002: Mastering Strategic Management, Palgrave Master Series (Business Series Editor: Richard Pettinger) (Basingstoke and New York: Palgrave). Lockwood, G. and Davies, J. (chief contributors), 1985: Universities: The Management Challenge (Windsor: SRHE & NFER-Nelson). http://www.uel.ac.uk/ http://www.teak.fi http://www.siba.fi http://www.kuva.fi3604 April 2012 Anne K. Craven