Modernising

1

• Modernising Re-aligning
• Making Administration Work!
• Sue MacGregor
• BD, MBA, CMgr, MCMI, MAUA
• Head of Administration
• University of Glamorgan Business School
• smacgreg_at_glam.ac.uk
• AUA Conference, Exeter, 7 April 2009

2
Session Outline

• Introduction
• Case Study Organisation
• Need for Change
• Modernising Realigning
• Making it Work
• Key Manager Skills
• Leading People
• Managing Change
• Impacts
• Lessons Conclusions
• Suggested Readings

3
Case Study Cardiff School of Art Design

• Academically
• Dynamic
• Creative
• Reputable
• Administratively
• Outdated
• Misaligned
• Undeveloped

4
Need for Change From This

• Two Schools due to merge
• Some duplication of functions
• Not aligned with new operations
• Lack of line management
• No career path

5
Modernising Realigning

• To This

6
Making it Work
Vision
Quality Service

• Involvement of Staff
• Inter-faculty/department collaboration
• Trust between you and your management team
• Committed leadership

Information Comms
Academic Support
Planning Support
Finance HR
Professional People
7
Key Manager Skills - Leading People

• Provide Purpose Direction
• Use judgement
• Negotiate
• Influence
• Resolve Problems Conflict
• Consistent, fair approach
• Anticipate
• Apply Strategic Thinking
• Understand the Plan
• Consult
• Review

8
Key Manager Skills Managing Change

• Identify Opportunities
• Analyse
• Consult
• Report
• Scope, Plan Drive Change
• Be creative
• Be flexible
• Manage Others
• Lead consultation
• Respond to concerns
• Influence Upwards

9
Impacts

• Quantitative Measures
• Ratio of admin to academic
• Gender balance
• Salary savings
• Qualitative Measures
• Increased morale
• Better retention
• New career paths
• Personal Benefits
• Benchmark skills
• Professionalise experience
• Share good practice

10
Conclusions

• Administration is a strategic partner in
  delivery
• Administration in HE is changing
  professionalising
• Administration should be
• Reliable
• Responsive
• Relevant
• Change projects must be led with commitment

11
And Finally

• The central issue is never strategy, structure
  or systems. The core matter is always about
  changing the behaviour of people.
• John Kotter

12
Useful Reading

• Whitchurch, C (2008), Professional Managers in
  UK Higher Education Preparing for Complex
  Futures, Final Report, Research Development
  Series, Leadership Foundation
• Whitchurch, C (2006), Who do they think they
  are? The changing identities of professional
  administrators and managers in UK higher
  education, Journal of Higher Education Policy
  and Management, Vol 28, No 2, pp159-171
•  Yielder, J and Codling, A (2004), Management
  and Leadership in the Contemporary University,
  Journal of Higher Education Policy and
  Management, Vol 26, No 3, pp315-328
• http//www.lfhe.ac.uk/publications/research