POSITION PAPER

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• POSITION PAPER
• On
• Chair of Electrical Computer Engineering
• Prof. Dr. A.M. Sharaf
• Electrical Engineering Dept.
• University of New Brunswick
• P.O. Box 4400
• Fredericton, NB
• E3B 5A3
• [phone]
• Fax [phone]

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CHAIR OF ELECTRICAL COMPUTER ENGINEERING

• THE POSITION OF CHAIR OF ELECT. COMP.
  ENGINEERING
• THE CANDIDATE
• ADMINSTRATIVE PHILOSOPHY
• LONG TEREM GOALS AND CHALLENGES
• RESEARCH PRODUCTIVITY
• NEW PROGRAMS CURRICULA
• COLLEGIAL LEARNING ENVIRONMENT
• CONTINUOUS QA-PLANNING
• NEW PROGRAMS AND INITIATIVES
• PROBLEMS NEEDS
• OTHER NEEDS
• CHAIR!!
• MANAGEMENT PHILOSOPHY
• VISION
• MISSION
• CORE VALUES
• INTEGRITY PROFESSIONALISM
• ADMINISTRATIVE STYLE
• BALANCED TEACHING LOAD

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I. THE POSITION

• The Chair of Electrical Computer Engineering is
  both a leader and servant to department needs in
  particular and University academic goals in
  general.
• He / She must be Honest, Transparent, Sincere,
  Straightforward, Equitable, Unbiased and
  Forthcoming
• (NO POLITICS)
• He / She must ensure department- academic
  excellence by fostering originality and
  innovation in teaching, research and community
  service.
• He / She must be a role-model and cater to
  department professional needs and academic
  aspirations.

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• He / She must be fully democratic, ensuring the
  highest standards in Teaching, Recruitments,
  Promotion, Tenure. No biases, politics or
  favouritism.
• He / She must be fully accountable for all
  department Faculty and Staff performances and
  exercise the leadership role in avoiding
  conflicts.
• He / She must ensure continuous evaluation of
  teaching/ learning outcomes and the
  Quality/Effectiveness of all Curricula.
• He / She must be a team-player and real
  participant in all University/ Community academic
  activities.
• He / She must be Fair, Equitable, Real-Defender
  of human rights, and equal-opportunities for
  women, physically challenged, and visible
  minorities.

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• He / She must establish full partnership with
  other post secondary education/ institutions
  nationally and internationally to maximize
  quality transferability, academic links and
  sustainability.
• He / She must promote the Department as the
  FLAGSHIP of the Faculty of Engineering and as an
  effective and evolving technical training centre.
  By establishing continuing Life Long
  Learning/Education activities in addition to
  industry/business consulting services in
  collaboration with CET, office of VP Academic and
  Research Relations and University Continuing
  Education Division.
• He / She should be a facilitator, promoter and
  catalyst for real change and renewal.

A Leader is a Servant LEADERSHIPVISION
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II. THE CANDIDATE

• The Candidate for the Chair of Electrical
  Computer Engineering should have the ability to
  lead and motivate others
• To be innovative and energetic.
• To be transparent, appreciative .
• To be committed to collegial relations
  morality.
• To be personable and approachable.
• To be Flexible/Adaptable.
• To be a caring/supportive administrator

Commitment to Equity/Equality/Justice is the
Essence of True Leaders!
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III. ADMINISTRATIVE PHILOSOPHY

• An Effective Chair of Electrical Computer
  Engineering
• Should be a good listener, honest, sincere,
  approachable and willing to serve!
• Should be willing to compromise because all
  problems have solutions and all solutions are at
  best mere compromises (without Sacrificing
  Ethics/Professionalism).
• Should understand that the mission of an
  Electrical Computer Engineering department is
  a part of the full mission of the University
  which is to serve New Brunswick community and
  Canada by ensuring the highest academic standards
  and quality educational/research programs
  nationally and internationally.

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• Should seek teaching/learning academic
  excellence, despite any imposed austerity by
  enhancing quality, productivity, efficiency and
  efficacy to ensure a coherent Culture of
  Excellence.
• To be fully accountable to the University
  Administration, Department, students and the
  Public.
• To ensure an innovative/sustainable
  department, capable of facing the challenge of
  change and the imposed competitive era?
• Should work closely with other Department
  Chairs and Faculty Members/Staff to ensure an
  effective learning environment that embrace both
  diversity and Excellence.

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IV. LONG TERM GOAL AND CHALLENGES

• Universities are facing an imposed change
  renewal - evolution (like it or not!!).
• How to be productive with limited resources and
  continued austerity measures!-Resource
  Sharing/Productivity!!
• Accountability to the students and public.
• Need for Innovative curricula/Programs
  Flexibility and adaptability to reflect evolving
  technological changes, competitive global
  economy, shifting employment markets
• University/Higher Education is now as a
  commodity.
• Need for a national/ international/ global role
  of University.
• Sustained business, industry, Government,
  Academic Research Links.
• Active Life-Long Learning/continuing technical
  education and training role.

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• Need for innovative teaching/learning
  technologies and Instruction Tools tools
  (Distance Education, Internet, Interactive
  Multi-media, Tele-Education, Smart Class Rooms)
• How to attract top- notch students, mature and
  international students to ensure sustainability
  and offset continuous declining
  student-enrollment.
• How University's scarce resources can be
  shared and effectively utilized!
• How to establish a sustained link between
  shifting employment markets and the University,
  and How a University Programs/curricula can
  respond to employment markets ts and retraining
  needs.
• Need for an effective Mitigation-Mechanism
  possibly a Zero Tolerance (ZTP) Policy to deal
  with increasing cases of (Harassment, Bias, Hate
  Discrimination) And to balance such policy
  against individual rights, censorship, and the
  fuzzy concept of relativity of freedom of speech.

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• How to enhance the University/Department
  adaptability competitiveness!
• How to measure Education-Quality,
  Learning-Outcome and excellence in teaching,
  research, Using Continuous-Quality Assurance!!.
• How to ensure Balanced Teaching-Load
  distribution.
• How to enhance the Department/University image
  .

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V. RESEARCH PRODUCTIVITY

• Need to address The Department Sagging- Research
  Ranking
• Promote Faculty- Mentorship
• Promote Inter-Departmental/Inter-Faculty Research
  collaboration
• Strengthen Value-Added Research
• Promote National/International Research and
  Graduate Supervision
• SUCCESSPlanning Productivity Quality
• Adaptability QA/Feedback

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VI. NEW PROGRAMS/ CURRICULA

• Update/Modify U/Graduate Curriculum to stress
  Engineering Up-Front
• Promote Soft-Skills/Design Skills
• Introduce Project-Based Learning
• Stress Student-Centred Learning and promote
  Interdisciplinary Programs
• Target Titling Employment Markets
• Target New/Emerging/Evolving Technologies
  Employment Markets
• VISIONPlanned Mission Objectives Outcomes

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• Inter-Departmental/Inter-Faculty
• Address New Innovative Technologies such as
• CIT/BIOENGINEERING/BIOMETRICS/BIOSECURITY/ADVANCED
  - ENGINEERING MATERIALS
• MEMS-NEMS/BIO-INFORMATICS/Bio-Sensors/Bio-Metrics/
  Bio-Security
• MICRO NANO-TECHNOLOGY/MECHATRONICS/Robotics/Ener
  gy Environment Research!!

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VII. COLLEGIAL LEARNING ENVIRONMENT

• Stress Collegiality/Respect/Inclusiveness
• Stress Equity/Equality/Fairness
• Promote a Culture of Excellence
• Be Accountable/ Productive/Transparent
• Avoid Group- Politics/Patronage
• Promote Respect, Harmony and Tolerance!

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VIII. CONTINUOUS QA-PLANNING

• Streamline the Administrative Functions
• Assign Job Description/Responsibilities
• Develop A Continuous feedback Quality Assurance
  Plan-CQA-Program!!
• Develop a Short-Term Long-Term Planning based
  on a Learning Outcome-Assessment Model
  (Mission/Objectives/Metrics..
• Promote the Department/Image Building
• Automate operation/Filing/Develop a
  Database/ECE-NEWSLETTER/ANNUALECE- REPORT/
  Establish Academic National International
  Links!!

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IX. NEW PROGRAMS AND INITIATIVES

• How existing Department- curriculum can be
  changed, enhanced, updated or modified to reflect
  new technological changes and employment market
  shifts.
• How new teaching/learning methods can be
  entrenched to make full use of Internet,
  Tele-Education/ Multi-Media and
  Tele-Learning/Distance-Learning/Value-Added
  Research Centre.
• Need for a Life-Long Learning/Technical
  Training /Continuing-Education centre within the
  Electrical Computer Engineering department in
  collaboration with the continuing education
  division, industry and government.
• Need for better and effective
  Advisory-Committee, Faculty/Staff/Student
  Feedback and Inter-Department Collaboration and
  Resource-Sharing!!.

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• How to promote the Department of Electrical
  Computer Engineering as a technical Centre of
  Excellence nationally and internationally-liaison
  with (CIDA, UNESCO, World-Bank, International
  Consulting and Technical projects, Other
  organizations,
• How to establish a sustained International
  Academic Programs ,d Research-Links and
  Sustainable Satellite Campuses!.

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X. PROBLEMS NEEDS

• Many urgent/ major challenges
• -ALL RELATES TO ACCREDITATION Problems/Requirement
  s Plus other Long Term Issues
• Demographic-Decline in student enrolment and
  historical high "attrition" rate.
• Need for an enhanced evolving curricula and
  learning challenges
• (a) Effective/Scholarly Teaching
• (b) Effective Learning Outcome Assessment
• (c) Continuous-Quality Assurance Metrics

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• Research-Decline-Syndrome (RDS) Lack of
  research funds resulting in lack of department
  research productivity and the growing number of
  highly- qualified/Effective but dormant- FACULTY
  (40-50)
• Alternative financial sources for
  funding/Research Groups/Mentorship Programs/
  Interdisciplinary Research Collaboration/Short
  Term Consulting/Group-Research/Mentorship/Value-Ad
  ded Research/International research Links

MONEY ? RESEARCH
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XI. OTHER Challenges!

• Teaching- Overload problem requires us to
• Optimize available Resources
• Use Qualified Effective Retired Faculty(6 )
  Visiting Professors/Research Associates/Inter-Depa
  rtment/Inter-Faculty Resource Sharing if need
  be!!
• ALWAYS-Introduce Scholarly -Teaching by matching
  Teaching Load to areas of Expertise (Major/Minor)

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XII. CHAIR!!

• Servant to Department Needs-No Boss Mentality!!
• Reflect Honesty, Equity, Transparency and
  Commitment to serve
• ------------Even for ONE TERM!!-------------------
  --
• Lead By Example/Team Player/Facilitator
• Image Builder/Catalyst/Advocate real Renewal!!
• Adhere to UNB Rules/Regulations/Code-of-Conduct
• Be Caring and Empathetic
• Be willing to Listen but strong enough to voice
  concerns and Discuss Critical-Issues and have a
  l opinion without fear or Politics!

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XIII. MANAGEMENT PHILOSOPHY

• All Faculty/Staff/Students working together as
  a coherent- team for a common unified goal which
  is the full promotion and development of the
  Electrical Computer Engineering Department as
  the Flagship of Engineering!!
• Collective Group Decision/Consultations/Brain
  Storming.
• Delegation of responsibilities at all
  department levels in a decentralised structure
  (TEACHING/RESEARCH GROUPS).
• Facilitation/Streamlining of all Student
  /Faculty/Staff Operations and Interactions.
• Full-Transparency, Equity, Collegiality and
  Ethics!

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• Enhanced full feedback Communications.
• Full-Disclosure of department goals,
  activities, functional-records, Non-Confidential
  budgets, allocations all times.
• Team-work and more Team-Work, NO-PATRONAGE!
• Short term and Long Term Planning
• Image- Building/Department Internationalisation.

The future holds a continuous sea of change,
where change is synonymous with progress and
prosperity.
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XIV. ECE-VISION

• ECE Department To be recognized as a leader in
  Electrical Computer Engineering Education and
  Research as well as training / Consulting/Continui
  ng Education Life Long Learning Centre.
• ECE Dept should be the FLAGSHIP of the
  Engineering Faculty NOT RANK 3 or 4.

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XV. MISSION

• To enhance the effectiveness and quality of
  Electrical Computer Engineering Education and
  Research while fostering real professionalism,
  excellence, employability and ethical values and
  soft skills for all graduating engineers.

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XVI. CHAIR-CORE VALUES

• Leadership To provide guidance, inspiration and
  mentorship through education, information policy
  development and advocacy.
• Excellence To maintain the highest educational,
  ethical and professional standards for faculty,
  students, educational and research programs.
• Respect To embrace equity, diversity, dignity
  and respect for all and develop a cohesive,
  welcoming and inclusive culture of excellence!.

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• Compassion To be respectful, sensitive,
  empathetic to the needs of others.
•  
• Professionalism To work effectively with
  expertise and dedication.
• Responsibility To ensure excellence and to
  maintain healthy personal and professional
  academic life that is of measured quality and
  outcome!

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XVII. INTEGRITY PROFESSIONALISM

• A professional can work with ANYONE-( without
  Losing Integrity)
• Honesty/Equity/Transparency are essential in
  securing Harmony/Respect/Support
• A Chair is merely a Facilitator Promoter
  He/She should not solicit support or push a
  hidden agenda!!
• A Chair should be Visionary, Role Model, Image
  Builder not a a mere CARE-TAKER!!

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XVIII. ADMINISTRATIVE STYLE

• Open-Door Policy
• Collegial Decision Making Process/Full
  Consultation
• Collective Group/Bias-Free/Respect for all
  opinions!
• Bottom-Up /Situational- Support Management Style
• Fair and Equitable
• Supportive-Mentorship Program
• TaskReady Administrative Model

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XIX. BALANCED TEACHING LOAD

• Balanced Graduate U/Graduate
• Based on research Duties! 22 or 23
• Should account for other duties/graduate
  Supervision
• Ensure that Research is always disseminated to
  Teaching-(Scholarly-Teaching)
• Annual Teaching Load is tentatively assigned by
  Teaching/Research Group and finalised by Chair

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XX. Immediate-Challenges

• How to boost Coherency/Ethical/Professional
  values-(Plagiarism, Massive Cheating, Apathy)
• How to develop innovative / updated curricula to
  address emerging technological advances.
• Existing accreditation issues and meet for
  quality assurance.
• How to curb rampant plagiarism/cheating/grade
  inflation among students.
• How to boost collaborative/ interdisciplinary
  research

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• How to ensure value-added and group research.
• How to promote the internationalization efforts
  via academic links, agreements, collaborative
  value-added and targeted research..
• How to promote an fully inclusive collegial
  Learning Environment.
• How to ensure full transparency and
  active-participation by all.
• How to ensure a collegial work/learning
  environment that is free from harassment, bias,
  hatred, inequity and politics!!.

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XXI. VIEW POINTS - WHAT TO DO?

• Regenerate/ Renew/Restore-3 R of Success -Cycle.
• Bold challenges require firm decisions.
• Equity and transparency are paramount.
• Coherent inclusive environment.
• Open-door-policy based on dignity respect.

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• New faculty hiring is targeted to current deficit
  teaching/research area expertise (Computer
  Engineering, software engineering, new emerging
  technologies, Nano-technology, ULSI, MEMS, ).
• All hiring decisions will be decided by the
  full-department Membership based on initial
  recommendation, justification of
  Assessment/Selection Committee.
• UNB- Employment rules and regulations will be
  adhered to with employment equity as paramount,.
  No candidate will be eliminated without written
  justification Decision by the
  Full-Department!!.
• Teaching and research excellence should be
  recognized and continuously rewarded.

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• Need to market faculty teaching and research
  /Training/ consulting expertise.
•  Need to address the historical systematic
  problems and attitudes that curtail the
  department renewal and real progress
  accreditation, plagiarism, ethical education
  (faculty, staff, students) in a coherent
  welcoming culture, national and international
  prestige via image-building, marketing of
  department recourses, consulting, continuing
  education, collaborative research, industry
  value-added research, use of new
  technology-enabled learning teaching tools, need
  to revamp our curriculum, programs and
  laboratories. Need to address personal, mental
  and staff problems and frequent clashes. Need to
  be compassionate, equitable and fair. Need to
  lead by example, be a role model, need to listen,
  be a facilitator and promoter of renewal and
  excellence, need to be fully accountable and
  professional necessitating both transparency and
  excellence.

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• How to promote the department as flagship of the
  engineering faculty by addressing the key five
  (5) challenges interlinked issues facing higher
  education namely
• Educational quality
• Accountability quality assurance.
• Sustainability responsiveness.
• Collegiality and the inclusive/welcoming work
  environment.
• Image building Internationalization.

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• Full mentorship-active programs for new faculty
  members and also students who physically
  challenged.
• Full Professionalism and Transparency
• Be True to your Values and Profession at all
  times!!!

Mentorship activates a coherent culture
A professional does not play politics
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• A Chair is a leader with a VISION PLAN!
• A leader should be a role model who motivate and
  inspire.
• An effective leadership style is based on
  collegial-l consultation, brain-storming group
  dynamics, collegial decision making process, full
  proactive involvement by all, respect for diverse
  opinions, reaching consensus, Tolerance of the
  other opinion and a situational management style,
  (SMS) style that is both adaptable and flexible
  (Task-readiness Model).
• (SMS) Situational Management Style adjusts task
  socio-behavioural support (mix) to the degree
  of readiness with mentoring, coaching,
  supervision, participation and delication.

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• Teaching load-assignment should be fair and based
  on the faculty expertise .
• The department can be divided into (5) key areas
  of teaching research Responsible-Groups
• -Power, control, electric machines, power
  electronics.
• -Signals, communications.
• -VLSI/ULSI/Electronics/optics.
• -Computer engineering, software engineering.
• -Biomedical engineering/Interdisciplinary.

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• To achieve real renewal, not just cosmetic
  changes, we all should have a Mission/Plan/Feedbac
  k Mechanism.
• For a Plan to Succeed the Task should be
  equitably shared by all.
• All should be free to be involved, to question,
  and to participate in all decision making
  processes.
• Equitable/Transparent/Coherent.

Be Professional, embrace change, welcome renewal
as the only way for progress and advancement.
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• We need to continuously forecast,predict and
  identify urgent problems and pending challenges
  and seek the most effective pragmatic
  (near-optimal) solutions, without delay!!!.
• Dont sit on the sidelines but be proactive!
• Change Renewal requires short-Term and
  Long-Term Planning and Continuous Quality
  Assurance.

Change and Renewal is inevitable!! Dont sit
on the sidelines, be proactive!
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XXII. OTHER VIEW POINTS

• The department is not a political arena/gaming
  field it cannot sustain politics, clashes ,
  alienation or control tactics.
• Full Respect for equity, Equality, Fairness and
  collegiality are the basic ingredients of Clean
  Environment and and effective group dynamics.
• Need to transform the educational process to a
  Student-Centred Learning Where our students are
  active participants in the Learning-Process and
  can question, study and research every issue
  using Self-Learning/Project Based Learning/Web
  Enabled Learning and Life long Learning.

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Dare to embrace change, to be Involved, to Share
,To be Critical and to Participate!!
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XXIII. QUALITY ASSURANCE (QA) METRICS

• QA is hinged on Accountability and
  Learning-Outcome-Assessment
• QA- Metrics require identifying a mission, key
  objectives and assessment indices
• The Continuous Feedback-Evaluation Process is
  perpetual and follow a cycle of 1-3 years

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XXIV. LEARNING OUTCOME/QA

• Learning / Teaching effectiveness
• Student- centred learning and Learning
  Technologies
• Professional Development
• Administrative process streamlining
• Innovative Programs/Curricula
• Joint-Programs (Inter-Dept., Inter-Faculty,
  International )

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• QA-needs Graduate Employment Feedback/Under
  Graduate Standard-Assessment/Aptitude Tests
• Cumulative-Faculty/Staff Productivity Quality
  Measures
• Staff Effectiveness measures
• Resources/Laboratories Needs-Analysis and
  Sustainability-Requirements.
• Image-Building, Internationalization/ Marketing
  and Student-Recruitment
• Internationalization Joint-Ventures/
  International Programs/Academic Links Agreements

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• Quality Assurance Dept-(QA) Annual Report
• ECE-Newsletters/Bulletins and Annual Activities
  Report
• ECE-Expertise Data-Base/Retraining/Short Term
  Consulting

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XXV. Chair Key-Attributes!

• Respect, Collegiality, Diversity.
• Value the strength inherent in diversity.
• Challenge, expose and fight prejudice in others.
• Culture-Sensitivity Student welfare.
• Inclusiveness.

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XXVI. ETHICS

• Follow through on commitment.
• Be a role model and set a good example.
• Know and operate within ethical guidelines.
• Respect privacy.
• Discuss ethical dilemma openly.
• Expect ethical behaviour in others.
• Examine your values.
• Treat others fairly.
• Be open and honest.
• Be accountable.
• Be adaptable and flexible.
• Be open-minded.
• Do not abandon your values.
• Learn from others.
• View change positively.
• Learn on the job/Mentoring!.

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XXVII. A SHARED THOUGHT

• COMPASSION and TRUTH coupled with RESPECT for
  all can achieve professional goals and self
  content

A.M. SHARAF
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XXVIII. LAST WORD
Treat all as Equal, Assume the Best in people,
Promote the Spirit of Competition and Friendship.
Be a role model, willing to serve but be
willing to accept no reward!
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XXIX. OTHER THOUGHTS

• How to challenge our Engineering Students?
• How to bring new technology and department
  research expertise into the classroom?
• How to utilize the industry links, professional
  development programs CO-OP/PEP and senior thesis
  research projects as a vehicle for good research
  and Scholarly -Teaching.
• How to enhance teaching/ learning effectiveness,
  student- learning quality and department research
  productivity?
• Why collaborative/group/interdisciplinary
  research is most cost effective and best route to
  enhanced research productivity and Sustainability!

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• How to enhance the Learning/work environment to
  be free from politics, hostility, Patronage and
  group- alignments? (Collegiality morality)
• How can we attract Mature and top-notch students
  into Engineering? women, mature students,
  national/ international recruitment,
  foreign/International students may be the answer!
  (at least financially) (Satellite- Campuses,
  recruitment offices, promotional marketing).
• Role of distance- education /Tele-Education,
  Multi Media Internet based Courses, on-line
  publications, etc... in effective
  learning/teaching, and in building National Image
  for attracting local, national and international
  prospective students. Need a new well
  coordinated and Marketable-University
  Student-Recruitment/Marketing Strategy

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• How to establish an effective and productive
  Department of Electrical Computer Engineering -
  continuing education center with planned
  professional seminars, workshops, community
  training activities? An how to use any generated
  surplus funds to enhance the dormant department
  research productivity and support Graduate
  Students?
• How to market the continuing education nationally
  and Internationally.
• How to establish full Collaboration with local,
  national and international businesses/industries/N
  GO Show the mutual-benefits Do not solicit
  Money or ask for Donations!

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• How to seek real value added research funding
  and industrial collaboration all Faculty to
  establish their research productivity and support
  graduate students? (No Charity!)-Role of
  research Links/Agreements/Academic Links
• (Good Image Building Good Salesmanship)
• How all of us can be involved equally in
  fulfilling the Department/University goals and
  objectives to achieve the common task of
  (excellent teaching and research) productivity,
  quality and Academic Excellence?

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XXX. THE PLANNING PROCESS

• A well planned long term approach for total
  Renewal
• Identify challenges and problems
• Start the Full-Consultation, Brain-Storming and
  Full Support Involvement of all (Faculty / Staff
  / Students)
• Higher Administration / External Advisory
  Committee

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XXXI. STAGES OF THE PLANNING PROCESS

• Identify solutions and corrective measures guided
  by the key issues of Education-Quality,
  Accountability, Responsiveness, Sustainability,
  Quality Assurance, Collegial and Effective Work
  Environment
• Search all options and reach optimal-consensus

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• Follow-up and Feedback to evaluate all stages in
  implementation
• Readjust, fine tune and reevaluate all
  implementation stages with continuous feedback,
  brainstorming and sustained proactive involvement
  of all stakeholders
• Implement best solutions and monitor
  effectiveness and impact

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XXXII. HOW TO APPROACH COMPLEXITIES

• What if.
• Build frameworks/Scenarios/.
• Deductive, inductive and abductive reasoning.
• Question the logical corrections.
• Mental flexibility.
• Interpret issues, paying attention to their
  implications relationships.
• Discuss with others and solicit input from
  individuals.
• Broaden your base and knowledge experience.
• Be positive, open to new ideas, flexible, well
  rounded.

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• Manage strategically-Resources/Time/Persionnel/...
  
• Align action to a focused Mission/Vision.
• Set goals, objectives.
• Have a clear sense of direction.
• Articulate long-term goals.
• Involve your management team.
• Manage by tasks (time staff) delegation,
  planning, prioritizing.
• Give clear directions.
• Communicate objectives effectively , time limits
  process assessment.

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XXXIII. HOW WE PLAN

• Plan proactively.
• Integrate preventive remedies/corrective measures
  into all plans.
• Risk management contingency planning.
• Identify major tasks.
• Categorize risks as high/low/medium.
• Be decisive.
• Choose your battles very carefully and fight
  hard!!.
• Give high priority to issues that further the
  realization of the mission.

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XXXIV. ORGANIZATION

• Acquire organizational- knowledge (scan the
  environment, new letters, annual reports).
• Know about patterns.
• Establish a network of individuals.
• Build and maintain formal and informal working
  relationships with key stakeholders.
• Joint organizational wide activities
  (professional, social, taskforce, committees,
  etc..).
• Establish a network.
• Follow up with contact.
• Engage all stakeholders in your
  Planning-Initiatives.
• Utilize mentorship.

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XXXV. MANAGING OF AGENDA

• Recognize the importance of timing.
• Build support for all initiatives informally
  informally.
• Be wary of being overly political !
• Strive for balance at all times!!
• Balance is the Essence of Science

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XXXVI. INTERPERSONAL RELATIONS

• Achieve group dynamics.
• Be aware of sensitivity.
• Build relations based on respect, trust, caring,
  equity.
• Be approachable.
• Strive to improve poor work relations.
• Be willing to adapt.
• Acknowledge others view points.
• Give credit and show appreciation.
• Help those around you to be successful.
• Accept criticism.
• Seek feedback and respond to feedback.

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XXXVII. NEGOTIATING

• Prepare, present your position, and anticipate
  the other party response.
• Negotiate a strategy that is geared to finding a
  solution, tolerate the critical views and avoid
  personal confrontations!.
• Establish a sense of trust and mutual respect.
• Learn from previous experiences.

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XXXVIII. COMMUNICATIONS

• Adhere to basic principles style content.
• Organize your thoughts in advance.
• Adapt your communication to the audience.
• Prepare opening and concluding.
• Handle on-the-spot questioning, prepare arguments
  in advance.
• Communicate your ideas enthusiastically.
• Foster an environment that in conducive to open
  and positive communications.
• Use communications as a tool to achieve
  objectives.