POSITION PAPER

1
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]
2
CHAIR OF ELECTRICAL COMPUTER ENGINEERING

• The Position of Chair of Electrical Computer
  Engineering
• The Candidate
• Administrative Philosophy
• Challenges
• New Programs Initiatives
• Management Philosophy
• Problems Needs
• Vision
• Mission
• Goals
• Key Values
• Other Issues
• Immediate Challenges/ Concerns/Directions
• Other Issues
• Last Word !
• Planning Issues/ Quality Assurance Areas/
  /Feedback Metrics

3
I. THE POSITION

• The Chair of Electrical Computer Engineering
  is both 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 servant to
  department professional needs and academic
  aspirations.

4

• He / She must be fully democratic, ensuring the
  highest standards in recruitments, promotion,
  tenure. No biases, politics or favouritism.
• He / She must be fully accountable for all
  department and staff performances and exercise
  the leadership role in avoiding conflicts.
• He / She must ensure continuous evaluation of
  teaching/ learning qualities and the
  effectiveness of all educational programs.
• He / She must be a team-player and real
  participant in all University/ Community academic
  activities.
• He / She must be equitable, real defender of
  human rights, and equal-opportunities for women,
  physically challenged, and visible minorities.

5

• 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 of
  Electrical Computer Engineering role as an
  effective and evolving technical training centre.
  By establishing continuing education activity and
  industry/business consulting services office in
  collaboration with the office of VP Academic and
  International Relations and University Continuing
  Education Division.
• He / She should be a facilitator, promoter and
  catalyst for innovation change.

A Leader is a Servant, who listens and serves!
6
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 appreciative of all people/cultures
  and department units.
• To be committed to collegial relations
  morality.
• To be personable and approachable.
• To be adaptable Transparent and competent.
• To be a good manager and a caring
  administrator

Commitment to Equity/Equality/Justice is the
Essence of True Leaders!
7
III. ADMINISTRATIVE PHILOSOPHY

• An Effective Chair of Electrical Computer
  Engineering
• Should be a good listener, honest, sincere,
  approachable and willing to serve!
• (Even for one term)!!
• Should be willing to compromise because all
  problems have solutions and all solutions are at
  best mere compromises (without Sacrificing
  Ethics/Professionalism).
• (No optimality)!!
• 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.

8

• 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.
• Should provide full liaison with University
  Administration and outside national
  international organizations in all areas of
  academic matters, research links and
  collaboration.

9
IV. CHALLENGES

• Universities are facing an imposed change
  renewal - evolution (like it or not!!).
• How to be productive with limited resources and
  continued austerity measures!
• Accountability to the students and public.
• Need for curriculum change, flexibility and
  adaptability to reflect evolving technological
  changes, competitive global economy, slanting
  employment market-shift, and global
  competitiveness.
• University education as a commodity.
• Need for a national/ international and global
  role of University.
• Sustained business, industry link.
• Active continuing technical education and
  training role.

10

• Need for innovative teaching/learning
  technologies and tools (Distance Education,
  Internet, Interactive Multi-media,
  Tele-Education)
• 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 using the rapidly growing Information
  Highway.
• How to establish a sustained link between
  shifting employment markets and the University,
  and How a University curricula can respond to
  employment markets shifts and training/retraining
  needs.
• Need for an effective Mitigation-Mechanism
  Zero Tolerance (ZTP) Policy to deal with
  (Harassment, Bias, Hate discrimination) And
  to balance such policy against individual rights,
  censorship, and the fuzzy concept of relativity
  of freedom of speech.

11

• How to enhance the University/Department
  adaptability competitiveness!
• How to measure quality excellence in teaching,
  research, productivity, efficiency and efficacy.
• How to ensure equitable teaching/supervision/ot
  her services in teaching-load distribution.
• How to enhance the department/university
  image, perception by its employees, students, and
  the community.
• Need for a University clean image, far from
  bad publicity, external political influence,
  patronage or party alignment.

The University is facing an imposed evolution and
forced need to change and adapt to the
challenging task of shear competition and
survival.
12
V. NEW PROGRAMS AND INITIATIVES

• How existing engineering curricula can be
  changed, enhanced, updated or modified to reflect
  new technological changes and employment market
  shifts.
• How new teaching/learning methods can be
  modified to make full use of Internet,
  Tele-Education/ Multi-Media and
  Tele-Learning/Distance-Learning/Value-Added
  Research Centre.
• Need for a full 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 student input,
  representations and continuous interactions in
  all academic matters and curricula changes.

13

• 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 sustained academic exchanges
  and research links with national/international
  research centres and World Wide universities.
• How to better utilize and promote the dormant
  research talents and professional expertise
  within the Department of Electrical Computer
  Engineering.

14
VI. MANAGEMENT PHILOSOPHY

• All department members working together as a
  team for a common unified goal which is the full
  promotion and development of the Electrical
  Computer Engineering Department
• Collective Group Decision Making.
• Delegation of responsibilities to all
  department levels.The right job for the right
  person
• Facilitation and promotion of
  department/student interactions.
• Transparency, equity, collegiality and morality.

15

• Enhanced/continuous/ effective communications.
• Full disclosure of Department goals,
  activities, records, budgets, etc. at all times.
• Team-work and more team work
• Short term and Long Term Department Planning
• Coping with change and evolving challenges.

The future holds a continuous sea of change,
where change is synonymous with progress and
prosperity.
16
VII. PROBLEMS NEEDS

• Three major challenges are now facing the
  Department of Electrical Computer Engineering
• Decline in student enrolment and relatively low
  student's success and high "attrition" rates.
• Need for an enhanced and productive way to deal
  with evolving/ new curricula and learning
  challenges
• (a) Effective Teaching
• (b) Effective Learning Outcome Assessment
• (c) Quality Assurance Metrics

17

• Research Decline Syndrome (RDS) Lack of
  research funds resulting in lack of department
  research productivity and the growing number of
  highly qualified but dormant department members
  (40-50)
• (Alternative financial sources for
  funding/Research Groups/Mentorship Programs/
  Interdisciplinary Research Collaboration are
  urgently needed)

MONEY ?RESEARCH
18
VIII. VISION

• ECE Department To be recognized as a leader in
  Electrical Computer Engineering Education and
  Research as well as training / Continuing
  Education Centre.
• ECE Dept should be the FLAGSHIP of the
  Engineering Faculty .

19
IX. MISSION

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

20
X. GOALS

• To promote and establish the highest educational
  standards, ethical ideals and moral values of
  graduating engineers.
• To ensure comprehensive education of the highest
  caliber that targets new technological advances
  and employment markets.
• To advocate a responsible stance on issues of
  engineering education that benefits the public
  and the engineering profession.
• To ensure career advancement and continuing
  education and professional needs of all
  graduating engineers.

21

• To promote value-added research that enhances the
  quality of scholarly teaching and value-added
  research.
• To recognize and reward excellence in teaching
  and research and distinguished contributions to
  Electrical Computer Engineering education.
• To ensure collegiality, equity, team-spirit and
  unify the many voices for the benefit of the
  students, Faculty staff and the profession.

22
XI. CORE VALUES

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

23

• Compassion To be respectful, sensitive,
  empathetic to the needs of others.
•  
• Professionalism To work with expertise and to be
  fully committed, diligent to save others before
  ourselves (students, other faculty, community,
  engineering profession nationally
  internationally).
• Responsibility To ensure excellence and to
  maintain healthy personal and professional
  academic life that is fully dedicated to our
  vision, learning and research

24
XII. 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!

25

• How to enhance the work environment to be free
  from politics, hostility, and group alignments?
  (Collegiality morality)
• How can we attract top-notch students into
  Engineering? women, mature students, national/
  international recruitment, foreign 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 University Student-Recruitment/Marketi
  ng Strategy

26

• How to establish an effective and productive
  Department of Electrical Computer Engineering -
  continuing education division 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 rapport with local and
  international businesses/industries/NGO Show the
  mutual-benefits Do not solicit Money or ask for
  Donations!

27

• How to seek real research funding and industrial
  support for all department members, to establish
  their research productivity and support graduate
  students? (No Charity!)-Role of research
  Links/Agreements/Academic Links
• (Good Image Building 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?

28
Chair!!

• Servant to Department Needs
• Reflect Honesty, Equity, Transparency
• Lead By Example/Team Player
• Be a Promoter/Facilitator
• Adhere to UNB Rules/Regulations/Code-of-Conduct
• Be Caring and Empathetic
• Be willing to voice concerns and Discus Issues!!!

29
ADMINISTRATIVE STYLE

• Open-Door /Friendly/Transparent!!
• Collegial Decision/Full Consultation
• Flexibility/Collective Group Involvement
• Bottom-Up /Situational- Management
• Respect/Fairness/Bias-Free
• Equitable Balanced Teaching load

30
Balanced Teaching Load

• Balanced Graduate U/Graduate
• 22 or 23-Teaching Load Assignment
• Account for Extra Research/Graduate Supervision
• Ensure that Research is Disseminated to
  Scholarly-Teaching!!
• Teaching Load is tentatively assigned by
  Teaching/Research Group!!

31
CHALLENGES

• Immediate Needs
• Keep EE and CE Programs
• Decide Collectively either to keep or Eliminate
  the SE- Program based on
• Committed resources/Added teaching
  overload/Infrastructure

32
Integrity Professionalism

• A professional can work with ANYONE without
  Losing Integrity
• Honesty is key to securing Respect/Support
• A Chair is merely a Facilitator/Promoter
• A Chair should be a catalyst for real Change
  Renewal

33
Other Needs

• Teaching Overload problems requires
• Optimize and utilize available Resources
• Use of Qualified Effective Visiting
  Professors/Research Associates/Inter-Department/In
  ter-Faculty/External for Overload Teaching
  Resources if need be!!
• Quality requires matching Teaching to areas of
  Expertise (Major/Minor)

34
Research Productivity

• Need to address The Sagging- Research Ranking
• Promote Faculty- Mentorship
• promote Inter-Departmental/Inter-Faculty
  Research collaboration
• Strengthen Value-Added Research
• Promote National/International Research and
  Graduate Supervision

35
New Programs/Curricula

• Update/Modify U/Graduate Curriculum to stress
  Engineering Up-Front
• Promote Soft-Skills/design Skills
• Introduce Project-Based Learning
• Stress Interdisciplinary Programs
• Target Titling employment Markets
• Target New/Emerging/Evolving Technologies
  Employment Markets

36
New Curricula/Programs

• Inter-Departmental/Inter-Faculty
• Address New Evolving Technologies such as
• CIT/BIOENGINEERING/BIOMETRICS/BIOSECURITY/ADVANCED
  .. ENGINEERING MATERIALS
• MEMS-NEMS/BIO-INFORMATICS
• NANO-TECHNOLOGY/MECHATRONICS

37
Collegial Learning Environment

• Stress Collegiality/Respect/Inclusiveness
• Stress Equity/Equality/Fairness
• Promote a Culture of Excellence
• Be Accountable/Be Productive
• Avoid Politics/Patronage/Entitlement!
• Promote Harmony by Promoting respect

38
Continuous QA- Planning

• Streamline the Department Operation
• Assign Job Description/Responsibilities
• Develop A Continuous feedback Quality Assurance
  Plan
• Develop a Long-Term Learning Outcome-Assessment
  Plan (Mission/Objectives/Metrics..
• Promote the Department/Image Building
• DATABASE/NEWSLETTER/ANNUAL REPORT/National
  International Links!!

39

• Immediate Challenges!!!!
• Accreditation Problems/Issues
• Upgrading Laboratories/Infrastructure/Library
• Curriculum Needs/Changes Upgrade/Remove
  Duplication/Streamline Curriculum and Introduce
  Soft Skills/Introduce Project Based Design
  Skills!!
• Balance Key areas of expertise within the
  Department
• Introduce Measures of Productivity/QA/Educational
  Quality

40

• Immediate-Challenges-Continued-.Learning
  Environment/Collegiality/Diversity/Respect/Quality
  / New Culture of EXCELLENCE/Ethics/Profession and
  Bias-Free Work Environment

41
XIII. VIEW POINTS HOW TO ?

• The department is not a political arena or a
  Campaign Ground, it cannot sustain politics,
  clashes or control tactics.
• Full Respect for equity, Equality, Fairness and
  collegiality are the basic ingredients of
  effective teamwork and effective group dynamics.
• Need to transform the educational process to
  student-centered learning Where our students can
  question, study and research every issue and
  breach all walls that divide us, develop full
  understanding and sense of belonging to a special
  inclusive,welcoming and cohesive culture of
  Excellence.

42
XIV. HOW TO FULLY ADDRESS EXISTING PROBLEMS AND
URGENT ISSUES

• How to boost ethical/Professional values.
• How to develop innovative programs and 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 collaboration interdisciplinary
  research

43

• How to ensure value-added research group and
  group research.
•  How to promote the internationalization efforts
  via academic links, agreements, collaborative
  value-added and targeted research..
•  How to promote an inclusive fully consultative
  decision-making process that is collegial,
  effective fully-democratic and tolerant of
  dissent and the other viewpoint.
•  How to ensure full transparency and
  participation by all (Faculty, Staff, Students,)
  in the collegial work environment.
•  How to ensure a collegial work environment that
  is free from harassment, bias, hatred, inequity
  and politics.

44

• How to address new emerging technologies and the
  titling employment markets necessitating new
  interdisciplinary programs inter-department and
  inter-faculty programs (Biotechnology,
  Biosecurity, Biometrics, Engineering Materials,
  Mechatronics, Smart sensors, Nano-technology
  systems and devices, Optical communications
  Information Technology.
•  
• How to motivate all to share the responsibility
  for renewal and participate pro-actively in the
  decision making process.
• How we can address the needs for effective
  scholarly teaching and effective learning.
• How we can ensure state of the art educational
  and research laboratories.

Dare to Share and Participate
45
XV. 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!
46
XVI. THE PLANNING PROCESS

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

47
XVII. STAGES OF THE PLANNING PROCESS

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

48

• Follow-up and more follow-up to see and 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 solutions and monitor effectiveness and
  impact

49
XVIII. QUALITY ASSURANCE (QA)

• QA is hinged on Accountability and
  Learning-Outcome-Assessment
• Both require identifying a mission, key
  objectives and evaluation / assessment matrices
  and indices
• The evaluation process is perpetual and follow a
  cycle of 1-3 years

50
XIX. QA- AREAS

• Learning / Teaching effectiveness
• Student- centred learning and learning experience
• Professional Development
• Administrative process streamlining
• Curricula updating
• New Programs (Inter-Dept., Inter-Faculty )

51

• Graduate Employment Feedback/Under Graduate
  Standard-Assessment/Aptitude Tests
• Faculty/Staff Productivity Measures
• Staff - effectiveness with Assigned
  responsibility
• Laboratory/Resources/Laboratories Revamping and
  Adequacy
• Image-Building, Internationalization/ Marketing
  and Recruitment
• Internationalization viasSatelite
  Campuses/Academic Links

52

• Quality Assurance (QA) Annual Report
• Newsletter and Annual Activities Report
• Ethical - Education, Professional Conduct and
  Morality Entrenchment in curriculum

53
XX. WE NEED

• More talking less shouting.
•  
• Bold challenges require bold decisions.
•  
• Equity and transparency are paramount.
•  
• The department needs a coherent inclusive
  culture welcoming environment.
•  
• Open-door-policy based on dignity respect. All
  are treated with respect and dignity No
  favoritism, no hidden agenda and no politics.

54

• 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 based on 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.
• Teaching and research excellence should be
  recognized and continuously rewarded.

55

• Need to market faculty teaching and research /
  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.

56

• 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 welcoming work environment.
• Image building competitive national and
  international marketing.

57

• Need for a full mentorship-active programs for
  new faculty members and also students who
  physically challenged.
• Need to be innovative, transparent, aggressive
  and bold. An effective-professional

Mentorship activates a coherent culture
A professional does not play politics
58

• A Chair is a leader not just a care-taker
• A leader should be a role model who motivate and
  inspire.
• An effective leadership style is based on full
  consultation, brain-storming group dynamics,
  collegial decision making process, full proactive
  involvement by all, respect for diverse opinions,
  reaching consensus, Tolerance of the alternate
  opinion and a situational management style, (SMS)
  style that is both adaptable and flexible and
  readiness-based.
• (SMS) Situational management Style adjusts task
  socio-behavioral (component-mix) to the degree
  of readiness with mentoring, coaching,
  supervision, participation and delication.

59

• Teaching load-assignment should be fair and based
  on the faculty expertise and level of commitment
  (research administrative, university,
  professional services).
• The department can be divided into (5) key areas
  of teaching research expertise
• Power, control, electric machines, power
  electronics.
• Signals, communications.
• VLSI/ULSI/Electronics/optics.
• Computer engineering, software engineering.
• Biomedical engineering other interdisciplinary
  areas.
•  
• Each of the five groups will be responsible for
  all U/G and graduate course selection and
  research initiatives, senior thesis and graduate
  students supervision based on capacity limits.

60

• To achieve real renewal, not cosmetics, we all
  need to
•  
• Firm up, dare to be involved, dare to question,
  and dare to participate in all decision making
  processes, even with the alternative opposing
  opinion.
•  
• We need to fully embrace diversity in order to
  build a cohesive culture and a welcoming,
  inclusive work environment needed to ensure
  coherency and excellence.

Embrace diversity and coherency as the only way
for progress and advancement.
61

• We need to continuously predict and identify
  urgent problems and pending challenges and seek
  the most effective pragmatic (near-optimal)
  solutions, without delay and without fear.
•  
• Dont sit on the sidelines, be proactive!
• We need all to be proactive and catalyst for real
  change and renewal while realizing that the best
  solutions are based on consensus and majority.

Dont sit on the sidelines, be proactive!
62
XXI. HOW TO APPROACH COMPLEXITIES

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

63

• Manage strategically.
• Align action to 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, time limits process
  assessment.

64
XXII. HOW WE PLAN

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

65
XXIII. ORGANIZATION

• Acquire organization 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 initiatives.
• Utilize mentorship.

66
XXIV. MANAGING OF AGENDA

• Recognize the importance of timing.
• Build support for initiatives informally
  informally.
• Be wary of being overly political.
• Strive for balance.

67
XXV. 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.

68
XXVI. NEGOTIATING

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

69
XXVII. DIVERSITY

• Respect, promote diversity.
• Value the strength inherent in diversity.
• Challenge, expose and fight prejudice in others.
• Be sensitive to multicultural issues.
• Strive to establish a coherent, cohesive
  welcoming inclusive work environment.

70
XXVIII. 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.

71
XXIX. 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.

72
XXX. A SHARED THOUGHT

• COMPASSION and TRUTH coupled with RESPECT for
  all HUMANITY achieve all GOALS and Self Content

A.M. SHARAF