Managing an Integrated Mission. Gale A. Buchanan. Introduction. 1.As an Administration Head, you have the responsibility for integrating the 3 missions of the Land Grant University’s teaching, research, and extension.
Managing an Integrated Mission
Gale A. Buchanan
1.As an Administration Head, you have the responsibility for integrating the 3 missions of the Land Grant University’s teaching, research, and extension.
2. Note, I did not say managing teaching, research and extension missions. You have Associates or Directors to do that.
3.What makes your job as Dean, Vice President, or just Administrative Head (“AH” for short) unique, is the true integration of multiple functions or missions into a single cohesive mission.
4. It is not just research, extension, and teaching in your college, your responsibilities must bring into place other relevant components of the university as well as other agencies and organizations.
b. Other federal agencies
c. Commodity and trade organizations
d. Other universities
A. Early deans had unbelievable problems.
(1). First, what to teach? Some believed that agriculture couldn’t be taught.
(2). Dollars provided for in the Morrill act were constantly siphoned off for other programs, that’s what happened in Georgia.
Recognized early on that research was a sure fire way to generate new information that would be exceedingly helpful in teaching programs.
As the new universities gained stature, it became obvious that there was an abundance of information – certainly a help forteaching but there was such an abundance of information that would benefit the public at large. Thus, the concept of taking the University to the people was born – extension. First, farmers,institutes, trains. Soon a county agent was appointed in Texas and then President Teddy Roosevelt formed the Country Life Commission that recommended a National system of county agricultural agents. Finally, the passage of the Smith-Lever Act formalized the 3rd component of the tripartite mission.
a. Depending upon the particular structure, each administrative head has a director or associate dean or someone with such a title to manage the respective programs.
b. Thus the real job of making the three missions into a cohesive college mission is the exclusive purview of the AH or Dean – your job.
1.To make complete
2. To form into a more complete harmonious or coordinated entity.
3. To unite (as a part or an element) with something else.
4. To promote synergy
-- Must learn to appreciate what you are integrating.
--Must learn culture of all aspects of missions.
a. Build on the culture from which you came.
b. Waste no time in learning the culture of other missions of your responsibility.
1.The first thing you must do is take stock of what you know and more importantly, what you don’t know.
2.Learn your strengths and weaknesses.
3.Recognize that the cultures of teaching, research and extension are quite different
4.Your job is to bridge the cultures – not an easy task. But a very important one.
d. Easy to assume you know more than you really know.
e. Most scientists are unprepared for the myriad of rules and regulations affecting teaching. Many rules and regulations seem irrelevant and unnecessary to many scientists.
f. Good teachers have extraordinary allegiance to students and teaching programs.
Instructional Culture (Continued)
Scientific injury highest priority
Grants and contracts are a tool for success
Documentation/ impacts are essential
Define a problem
Get out of the way of the faculty working on the problem
Publication of peer reviewed results
1.Grant writing process
2.Conformity with federal rules and regulations
3.Accountability through peer review
4.Promotion and Tenure
Importance of county funding
Relationships are paramount
A successful college will fully utilize extension’s grassroots, political relations and help the total college
Connected to research, not driven by it
Driven by local relationships
Publishing and writing not as important as “doing,” but is now essential for Promotion and Tenure
Try things rather than controlling variables
More diverse and less focused than research and teaching programs (4-H, Community Resource Development).
a.The committee of the whole is the extension operational culture rather than delegating responsibilities to an individual or small group
b. Each individual had his/her fingerprints on something.
c. Important to recall that process is critically important in the conduct of each function.
d. Their integration, consequently must embrace a process that calls into play acknowledgement of the specific nature of each functional process.
a. Limited, clearly defined
a. Flexible, open-minded
3. Clearly, your three functions are partnerships but also have alliances
4. Such diversity of relationships strengthenrelationships.
-- Short term, accomplishment specific
-- Series of actions/activities that lead to a
3.The integrated mission has both projects and programs
4.Must realize this to strengthen the total process
Keys to Success in Managing an Integrated Mission
d. Have a plan to get you to where you want to go
e. Learn how to delegate effectively
f. Learn to effectively resolve disputes
g. Maintain high standards
a. Know and appreciate your resource base
b. Have good leader for each primary mission of teaching, research and extension
c. Know where you want to go, “What is the objective?”
Realize the importance of the strengths of an integrated (unified) mission
These rules sum up what I have learned in 25 years of administering agricultural programs.
Do not keep someone on your staff who does not share you philosophy.
When you are convinced that an action must be taken, then take it.
Leadershipis the capacity to articulate a sharedvision and move it through effective managementof resources and missions
Think in terms of multiculturalism using your ability to see how different organizational cultures and individuals benefit the whole rather than push for a assimilative mono-cultural melting pot.