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Professionel University Management. CESAER 20 th General Assembly & Seminar 30 th October 2009 President Lars Pallesen. An observation. Why is it neccessary to use ”professional” in the context of ” university management” ? Is it because :

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Professionel university management

Professionel University Management

CESAER 20th General Assembly & Seminar

30th October 2009

President Lars Pallesen

An observation
An observation

Why is it neccessary to use ”professional” in the context of ”university management” ?

Is it because:

  • Universitiesregardthemselves as unmanagedorevenunmanagable ?

  • Universitiesregardthemselves as unprofessional ?

  • Universitiesregard professionalisme in management as a perculiardiscipline for geeky researchers ?

    Or is it becauseuniversities in factareawarethatchangesareneeded and that professional skills in management of a universityareneeded to becomeorstaycompetitive in a globalizedeconomy, whereknowledge and innovation is the driver whichcanuphold a contry’scompetitiveedge.

University management in denmark
University management in Denmark

The Danish UniversityAct of 2003 established new ruleson the organisation and management of Danish Universities, including:

  • A Board of Governorswith a majority of externalmembers and with the overall responsibility of the university.

  • A Presidenthired by the Board of Governors, and with the primaryresponsibility of the day to day management of the University.

  • Provost, UniversityDirector as well as Deans hired by the Board upon the recommendation of the President.

  • Department Headshired by the President/Dean.

  • An AcademicCouncil, whoseresponsibility is limited to certainacademicaffairs.

University management at dtu
University management at DTU

University management at DTU is basedon the ”US-model” of university management, including:

  • A long term strategy (6 years) with mission, vision, strategicgoals, values, organisation and strategic plan.

  • Decentralisedcompetence and responsibility to the head of departmentlevel (hired).

  • Single point of responsibiilty

  • No ”by-passing”.

  • Academicfreedom.

  • Annualcycle of planning and accounting.

  • Accountability.

University management at dtu ii
University management at DTU (II)

University management at DTU is basedon the ”US-model” of university management, including:

  • Annual sessions to set up goals (4 year-perspective) for eachdepartment and with a number of annualfollow-ups, comprising of:

    • Department profile and strategy

    • Human resources and staff policies

    • Other resources (partnerships, IT, equipment, labs etc.)

    • Development in education, research, public sector consultancy and innovation

    • Visibility and marketing

    • Economy

    • Major strategic projects

    • Approx. 50 quantitative goals