The DeanDepartment Head Relationship

1
The Dean/Department Head Relationship

• Wayne Bennett
• ECEDHA Annual Meeting
• 2002

2
Areas of Interaction

• Meetings
• Social functions
• Planning
• Reporting

• Faculty Recruiting
• Faculty Evaluation
• Promotion/Tenure
• Development

3
Factors in the Relationship

• Relative Size of the College and Department
• Length of tenure of the Dean and DH
• Who hired the DH
• Local issues that transcend the
  College/Department relationship
• Communication Style
• Build and maintain trust

4
Communication Style

• Myers-Briggs Type Indicators
• Visual, Auditory or Kinesthetic
• Right/Left Brain
• Know your style, Learn the style of the Dean
• Match the style of the Dean
• Periodically review the relationship

5
Meetings

• Always have an Agenda
• E-File, by date
• List items by priority or by category
• Purpose inform, seek action, request resources
• Ask for concerns for you or your unit
• Action summary at closing
• Follow up with confirming message

6
Social Functions

• Arrive and leave on time
• Learn and match Deans style
• Dont monopolize Deans attention
• Limit discussion of business
• Be aware of demands on Deans schedule

7
Planning

• Develop and periodically update a detailed plan
• Keep a one page summary for quick access
• Palm Pilot, 3x5 card, 8x10 fold summary
• Be consistent with priorities
• Determine the needed resources
• Measure and share outcomes and results

8
Reporting

• Deans must provide information to central
  administration, state boards, professional
  societies, etc., therefore
• Provide accurate, up-to-date information
• Be consistent with variable data
• Be on time with reports anticipate requests
• Organize data as required

9
Recruiting Faculty

• Use the Dean effectively
• Provide summary of candidate, plus the details
• Respect the Deans schedule be on time
• Let the Dean know the type of help you need
• Facilitate follow-up, if needed

10
Evaluating Faculty

• Be systematic in collecting performance data
• Base evaluations on accurate data
• Provide honest, constructive advice
• Partner with faculty on professional development
  recommend action
• Recommend faculty for appropriate awards
• Be on time

11
Promotion and Tenure

• Develop written guidelines for PT
• Give PT progress information annually
• Anticipate problems - involve the Dean early
• Keep detailed, accurate records
• Assume responsibility for decisions dont
  expect the Dean to make the tough calls

12
Development Fund Raising

• Learn and respect the style of your Dean
• Work within the structure centralized
  decentralized
• Link resource needs to Strategic Plan
• Maintain a prioritized, up-to-date list of needs
  including descriptions and rational
• Consider a departmental publication - newsletter
• Share credit
• Understand the big picture in the use of donors
  help maximize impact

13
Summary

• Get to know your Dean
• Develop and maintain a comprehensive plan
• Mentor your faculty
• Provide accurate and timely reports
• Pursue your own professional development
• Build and maintain trust