GOVERNANCE, LEADERSHIP AND MANAGEMENT: The role of the University Registrar as benevolent bureaucrat: Facilitator, innovator, enforcer 11 JULY 2012 - PowerPoint PPT Presentation

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GOVERNANCE, LEADERSHIP AND MANAGEMENT: The role of the University Registrar as benevolent bureaucrat: Facilitator, innovator, enforcer 11 JULY 2012

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Title: GOVERNANCE, LEADERSHIP AND MANAGEMENT: The role of the University Registrar as benevolent bureaucrat: Facilitator, innovator, enforcer 11 JULY 2012


1
GOVERNANCE, LEADERSHIP AND MANAGEMENT The role
of the University Registrar as benevolent
bureaucrat Facilitator, innovator, enforcer11
JULY 2012
2
INDEX
  • Contexts
  • A few anecdotal references
  • Status, authority and credibility
  • Responsibilities and roles interpreted
  • Governance role
  • Leadership expectations
  • Management responsibilities
  • Governance, leadership and management
  • Towards KPIs
  • Benevolent bureaucracy
  • Summary

2
3
1. CONTEXTS
  • 1.1. Global
  • 1.2. Continental
  • 1.3. National
  • 1.4. Regional
  • 1.5. Institutional
  • 1.6. Economical/Political/Social/Educational/
  • Technological

3
4

2. A FEW ANECDOTAL REFERENCES
  • 2.1.Registrar 1
  • The Registrar knows everything
  • The Registrar is capable of everything
  • The Registrar will always oblige
  • The Registrar and an old civil service
    mentality
  • 2.2 Registrar 2
  • I make it a habit to ensure that at the start of
    each year that I have at my desk an up-to-date
    copy of the HE Act and of the Institutional
    Statute AND TO SPEND TIME at the start of each
    year re-reading both. I have a checklist of
    compliance issues for the HE Act and work
    through these each year.
  • Systematic review of legislative compliance is
    very useful
  • As Registrar one is the institutional custodian
    of good governance. Vice-Chancellors want to get
    things done, and Registrars need to ensure that
    they follow good governance practice and do not
    take unwise short cuts..

4
5

2. A FEW ANECDOTAL REFERENCES (cont.)
  • Delegation of authority
  • Conflicts of interest Ensure that conflicts of
    interest are managed.
  • Confirm detailed schedule of delegated authority
    annually.
  • 2.3 Registrar 3
  • My most important responsibility is to Council
    and Senate and related activities.
  • The correct application of the Act and Statute,
    e.g. concerning elections, is crucial.
  • Administering the students academic life is
    central to responsibilities.

5
6
3. STATUS, AUTHORITY AND CREDIBILITY
  • Job designation (Registrar/Registrar and
    Secretary/Academic Registrar/Registrar Finance)
  • Appointments process (Recruitment/Senate
    route/Non-academic route)
  • Experience (Academic/Career administrator)
  • Terms and conditions (Permanent/Fixed term)
  • Post level (2/3 Member of Executive
    Team/Co-opted Member of ET/Secretary/Glorified
    assistant/Confidante of VC)
  • Reporting line (Vice-Chancellor/DVC) No
    vices!
  • Composition of portfolio (HR/Sport/Student
    Discipline/Other)

6
7
3. STATUS, AUTHORITY AND CREDIBILITY (cont.)
  • The Registrar is .
  • An officer who in a college or university
  • keeps the records of enrollment and
  • academic standing.
  • There shall be a registrar of the
  • university who shall be the chief officer
  • of its academic administration.
  • The management of the university shall
  • consist of the Vice-Chancellor and the
  • Deputy Vice-Chancellors.
  • Information empowers, lack of
  • information disempowers!

7
8
4. RESPONSIBILITIES AND ROLES INTERPRETED
  • Fixed/predictable responsibilities (Act and
    Statute)
  • Incidental responsibilities (Vice-Chancellor)
  • Preferred responsibilities (Strengths/Interests)
  • Generic features and customisation (Institutional
    vision/Strategic objectives/Changing contexts)
  • Recognition of post level
  • Reporting lines
  • An example of a job description
  • Institutional expectations reflected by KPIs
  • South African universities
  • Other SADC universities

8
9
5. GOVERNANCE ROLE
  • Definition of governance in general
  • Governance in higher education
  • Significance of King III
  • Consultation and decision-making
  • Policies, procedures, structures, systems
  • Definition of governance in general
  • Governance in higher education
  • Significance of King III
  • Consultation and decision-making
  • Policies, procedures, structures, systems

9
10
5. GOVERNANCE ROLE (cont.)
  • Governance in higher education refers to the
    means by which higher
  • education institutions are formally
    organized and managed , though
  • there is a distinction between management
    and governance.
  • Simply, university governance is the way in
    which universities are
  • operated.
  • Governance structures are highly
  • differentiated across the world.

10
11
5. GOVERNANCE ROLE (cont.)
  • King III and good governance
  • From comply or explain to apply and explain
    approach
  • Triple bottom-line Financial, environmental
    social sustainability
  • Emphasises Stakeholder inclusion/risk
    management/sustainability
  • Emerging governance trends alternative dispute
    resolution/
  • risk-based internal audit/
  • evaluation of performance
  • King philosophy leadership/
  • sustainability/good corporate
  • citizenship
  • King views good governance
  • essentially being effective,
  • ethical leadership.

11
12
5. GOVERNANCE ROLE(cont.)
  • Facilitation, innovation, enforcement
  • What
  • Why
  • When
  • How
  • With which resources

12
13
6. LEADERSHIP EXPECTATIONS
  • Leadership is the action of leading a group of
    people or organisation.
  • the organisation defines and delimits the
    scope of the leadership
  • (Leadership include)
  • the development of
  • hospitable spaces for
  • work life, services to
  • both the organisation
  • and the communit, and
  • the personal develop-
  • ment of individuals in the
  • organisation.

13
14
6. LEADERSHIP EXPECTATIONS (cont.)
  • Top 9 leadership qualities Integrity/Dedication/M
    agnanimity/Humility/Openness/Creativity/
  • Fairness/Assertiveness/Sense of humour
  • Top 5 leadership qualities
  • Integrity/Inspiring and optimist/Enthusiasti
    c and
  • courageous/Leading by example/Charisma
  • Tom Peters (The Red Bull of management thinkers!)
    has received
  • 287 definitions of leaders Leaders need
    to be the Rock of Gibraltar
  • on Rollerblades!
  • Warren Buffett Delegate and empower!
  • Nelson Mandelas 8 lessons of leadership
    Courage/Leading from the front/Leading from the
    back/Knowing your enemy/Keep your friends
    close/Appearances matter (and to smile)/Nothing
    is black or white/Quitting is leading too!

14
15
6. LEADERSHIP EXPECTATIONS (cont.)
  • Leadership in higher education One type proposed
    is Transformational Leadership
  • Individual consideration
  • Inspirational motivation
  • Intellectual stimulation
  • Appropriate role-modelling
  • High performance expectations
  • Self-belief sense of humour
  • Contingent reward

15
16
6. LEADERSHIP EXPECTATIONS (cont.)
  • Facilitation, innovation, enforcement
  • What
  • Why
  • When
  • How
  • With which resources

16
17
7. MANAGEMENT RESPONSIBILITIES
  • Management is the process of dealing with or
    controlling
  • things or people.
  • Management is the act of
  • getting people together to
  • Accomplish desired goals and objectives using
    available resources efficiently and effectively.
  • Management is human action, including design, to
    facilitate the production of useful outcomes from
    a system.

17
18
7. MANAGEMENT RESPONSIBILITIES (cont.)
  • Management in higher education
  • Student expectations
  • Staff expectations
  • Alumni expectations
  • Expectations of national
  • department of
  • education Administrators and
  • Independent Assessors
  • Expectations of other
  • role-players and
  • stakeholders

18
19
7. MANAGEMENT RESPONSIBILITIES (cont.)
  • 25 qualities and characteristics of a good
  • manager
  • 6 ways to be a good manager
  • 10 characteristics of a great
  • manager

19
20
7. MANAGEMENT RESPONSIBILITIES (cont.)
  • Facilitation, innovation, enforcement
  • What
  • Why
  • When
  • How
  • With which resources

20
21
8. GOVERNANCE, LEADERSHIP AND MANAGEMENT
TOWARDS KPIS
  • Priorities
  • Weightings
  • Critical incidents
  • Selfevaluation
  • 360 degree evaluation

21
22
8. GOVERNANCE, LEADERSHIP AND MANAGEMENT
TOWARDS KPIS (cont.)
  • Example 1
  • Advertisement of vacancy The candidate must be
    a team player with good leadership qualities to
    inspire and motivate a crop of administrative
    officers. He/she must command respect, be ready
    to instill confidence and relate with
    subordinates. The candidate must have high
    integrity, innovativeness
  • and moral standard in tandem
  • with the vision and mission of the
  • university and must be ICT
  • compliant.

22
23
8. GOVERNANCE, LEADERSHIP AND MANAGEMENT
TOWARDS KPIS (cont.)
  • Example 2 Job description of
  • Registrar
  • Academic Administration
  • Secretarial function
  • Ad hoc functions

23
24
8. GOVERNANCE, LEADERSHIP AND MANAGEMENT
TOWARDS KPIS (cont.)
  • Fair expectations
  • Contribution to pursuance of institutional vision
    and mission?
  • Efficacy of systems, structures, policies,
    procedures and communication?
  • Responsiveness to changing needs of students,
    staff and
  • other stakeholders and role-
  • players?
  • Value-addition? Meetings
  • HR Management?
  • Financial Management?

24
25
9. BENEVOLENT BUREAUCRACY
  • Appropriately positioned w.r.t. the academic core
    activities Who walks in front of academic
    procession?
  • Plays facilitating role
  • Creates optimal conditions
  • Solution oriented
  • Adds value
  • Flexible
  • Acts with due integrity
  • Accountable
  • Pursues good practice
  • Assures quality
  • Surveys clients
  • Consults role-players and stakeholders
  • Ensures compliance
  • Cutting edge technology
  • Updated policies Etc.

25
26
10. SUMMARY
  • Super Secretary/Glorified Secretary?
  • Organiser/Systematiser/Charmer/Confidante?
  • 21st century Executive?
  • Balanced Scorecard?
  • Dashboard?
  • Change Manager/Transformation Manager/Diversity
    Manager/Strategic Manager/Performance Manager?

26
27
10. SUMMARY (cont.)
  • Facilitator Creates optimal conditions for
    successful academic enterprise
  • Innovator 2 bright ideas per 5 year term!
  • Enforcer Uncompromising
  • Benevolent bureaucrat Judicious flexibility
  • The Registrar finds herself/himself at a pivotal
    point in a complex, though resilient, institution
    and must facilitate, innovate and enforce with a
    view to advance the organization in general, and
    the core academic activities in particular.
    JFS

27
28
10. SUMMARY (cont.)
  • Must lead through expertise/ability/experience/sou
    nd judgement/consistency Etc.
  • Love, Laugh, Smile and (Benevolently) express
    your passion for what you do !

28
29
THANK YOU
  • Julian Smith
  • VICE-RECTOR (CI PERSONNEL)
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