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Meeting Today’s Leadership Challenges Facing An Academic Dean and Assistant Dean. School of Business, Social Sciences, Wellness, and Education (BSSWE) The Community College of Baltimore County. Dr. Avon H. Garrett, Dean Dr. Timothy O. Davis, Assistant Dean. March 6, 2012.

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meeting today s leadership challenges facing an academic dean and assistant dean

Meeting Today’s Leadership Challenges Facing An Academic Dean and Assistant Dean

School of Business, Social Sciences,

Wellness, and Education (BSSWE)

The Community College of Baltimore County

Dr. Avon H. Garrett, Dean

Dr. Timothy O. Davis, Assistant Dean

March 6, 2012

discussion points
Discussion Points
  • Change Management
  • Cross-Functional Management/Leadership
  • Succession Planning
  • Employee Development
  • Budget Planning & Execution
organizational chart for the school of business social sciences wellness and education

Organizational Chartfor theSchool of Business, Social Sciences, Wellness, and Education

NOTE: Linda Steindler, Administrative Assistant to the Dean.

*Cross functional team.

Approved: July 31, 2003

Date

4

lewin change management process
Lewin Change Management Process

2

3

1

Refreeze

Unfreeze

Change

cross functional management
Cross-Functional Management
  • Rapid decision-making
  • Non-parochial view with respect to resources
  • School-wide coverage
  • Communication (effective, efficient & consistent)
  • Signature authority
  • Executive council
succession planning
Succession Planning
  • Leadership Positions:
    • Dean
    • Assistant Dean
    • Chairperson - 4
    • Program Coordinators - 28
employee development
Employee Development
  • BSSWE Fellows Leadership Development Program (BFLDP)
employee development1
Employee Development
  • The BSSWE Fellows Leadership Development Program aligns with the competencies needed to lead & manage within BSSWE:
      • Foundation Skills
      • Areas of Expertise
      • Roles
slide11

Civility (Rules and Procedures)

  • Networking and Partnering
  • Demonstrating Adaptability
  • Learning Strategist
  • Business Partner
  • Project Manager
  • Professional Specialist

CRITICAL THINKING

  • Managing Organizational Knowledge (Course Scheduling, Understanding School Structure)
  • Career Planning and Talent Management
  • Coaching
  • Facilitating Change

Foundation Skills

employee development2
Employee Development
  • Knowledgeable Faculty
  • Commitment to Strategic Success
  • Shared Responsibility
  • Ombudsmen
  • Career Development
  • Real-Life Case Studies
  • Mentoring/Coaching/Counseling
  • Experiential Project
  • Develop an Executive Summary and Case for Action
succession planning vs employee development

Succession Planning vsEmployee Development

Employee Development

  • Main focus is to develop current employees for advancement to leadership positions planned or unplanned
  • Ensures qualified pool of candidates to replace key individuals
  • Prepares future leaders
  • Enhances skills for success in current position

Succession Planning

13

individual development plan idp
Individual Development Plan (IDP)
  • Tool provided by the organization to assess the strengths of employees’ Skills, Knowledge, and Abilities.
  • Assess employees’ plans for their career path, by identifying training, workshop, or conference opportunities.
  • Increasingly more common in academic environments.
bsswe goals for idp
BSSWE Goals for IDP
  • Planning Tool for Faculty & Staff
  • Encourages Personal Review of Professional Needs
  • Professional Development Tool/Record
      • Promotion
      • Budgeting
      • Annual Professional Summaries (APS)
      • Conferences/Seminars/Symposia
benefits of individual development plans idps
Benefits of Individual Development Plans (IDPs)
  • Allowing career goals to be planned and achieved in a realistic timeframe.
  • Linking one’s career goals to the mission of the organization.
  • Fostering communication between employees and management.
  • Supporting the BSSWE Budget Process
  • Aiding the Strategic Planning Process for School of BSSWE
budget planning
Budget Planning

In response to today’s challenging economic times and securing needed resources, this requires:

  • Being more specific with budget requests;
  • Developing Stronger justifications for new
  • budget requests; and
  • Focusing on program needs instead of
  • wants.
budget planning1
Budget Planning
  • Timelines
  • Justifications
  • Cost Estimates
  • Incremental Spending
  • Prioritization
  • Strategic Reductions or Plus Ups
  • IMC’s (Internal Management Controls)
  • Execution