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POSITION PAPER On Chair of Electrical & Computer Engineering Prof. Dr. A.M. Sharaf Electrical Engineering Dept. Univ PowerPoint Presentation
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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 (506) 453-4561 Fax (506) 453-3589. CHAIR OF ELECTRICAL & COMPUTER ENGINEERING.

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slide1

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

(506) 453-4561

Fax (506) 453-3589

slide2

CHAIR OF ELECTRICAL & COMPUTER ENGINEERING

THE POSITION OF CHAIR OF ELECT. & COMP. ENGINEERING

THE CANDIDATE

ADMINSTRATIVE PHILOSOPHY

LONG TEREM GOALS AND CHALLENGES

RESEARCH PRODUCTIVITY

NEW PROGRAMS CURRICULA

COLLEGIAL LEARNING ENVIRONMENT

CONTINUOUS QA-PLANNING

NEW PROGRAMS AND INITIATIVES

PROBLEMS & NEEDS

OTHER NEEDS

CHAIR!!

MANAGEMENT PHILOSOPHY

VISION

MISSION

CORE VALUES

INTEGRITY & PROFESSIONALISM

ADMINISTRATIVE STYLE

BALANCED TEACHING LOAD

URGENT GOALS AND CHALLENGES

VIEW POINTS - WHAT TO DO?

VIEW POINTS – HOW TO DO?

QUALITY ASSURANCE (QA) METRICS

QA- AREAS

DIVERSITY

ETHICS

A SHARED THOUGHT

LAST WORD

slide3

I. THE POSITION

  • The Chair of Electrical & Computer Engineering is both a 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 cater to department professional needs and academic aspirations.
slide4

He / She must be fully democratic, ensuring the highest standards in Teaching, Recruitments, Promotion, Tenure. No biases, politics or favouritism.

  • He / She must be fully accountable for all department Faculty and Staff performances and exercise the leadership role in avoiding conflicts.
  • He / She must ensure continuous evaluation of teaching/ learning outcomes and the Quality/Effectiveness of all Curricula.
  • He / She must be a team-player and real participant in all University/ Community academic activities.
  • He / She must be Fair, Equitable, Real-Defender of human rights, and equal-opportunities for women, physically challenged, and visible minorities.
slide5

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 as the FLAGSHIP of the Faculty of Engineering and as an effective and evolving technical training centre. By establishing continuing Life Long Learning/Education activities in addition to industry/business consulting services in collaboration with CET, office of VP Academic and Research Relations and University Continuing Education Division.
  • He / She should be a facilitator, promoter and catalyst for real change and renewal.

A Leader is a Servant LEADERSHIP=VISION

slide6

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 transparent, appreciative .
  • To be committed to collegial relations & morality.
  • To be personable and approachable.
  • To be Flexible/Adaptable.
  • To be a caring/supportive administrator

Commitment to Equity/Equality/Justice is the Essence of True Leaders!

slide7

III. ADMINISTRATIVE PHILOSOPHY

An Effective Chair of Electrical & Computer Engineering:

  • Should be a good listener, honest, sincere, approachable and willing to serve!
  • Should be willing to compromise because all problems have solutions and all solutions are at best mere compromises (without Sacrificing Ethics/Professionalism).
  • 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.
slide8

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.
slide9

IV. LONG TERM GOAL AND CHALLENGES

  • Universities are facing an imposed change & renewal - evolution (like it or not!!).
  • How to be productive with limited resources and continued austerity measures!-Resource Sharing/Productivity!!
  • Accountability to the students and public.
  • Need for Innovative curricula/Programs Flexibility and adaptability to reflect evolving technological changes, competitive global economy, shifting employment markets
  • University/Higher Education is now as a commodity.
  • Need for a national/ international/ global role of University.
  • Sustained business, industry, Government, Academic & Research Links.
  • Active Life-Long Learning/continuing technical education and training role.
slide10

Need for innovative teaching/learning technologies and Instruction Tools tools (Distance Education, Internet, Interactive Multi-media, Tele-Education, Smart Class Rooms)

  • 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 and effectively utilized!
  • How to establish a sustained link between shifting employment markets and the University, and How a University Programs/curricula can respond to employment markets ts and retraining needs.
  • Need for an effective Mitigation-Mechanism & possibly a Zero Tolerance (ZTP) Policy to deal with increasing cases of (Harassment, Bias, Hate & Discrimination) ; And to balance such policy against individual rights, censorship, and the fuzzy concept of relativity of freedom of speech.
slide11

How to enhance the University/Department adaptability & competitiveness!

  • How to measure Education-Quality, Learning-Outcome and excellence in teaching, research, Using Continuous-Quality Assurance!!.
  • How to ensure Balanced Teaching-Load distribution.
  • How to enhance the Department/University image .
v research productivity
V. RESEARCH PRODUCTIVITY
  • Need to address The Department Sagging- Research Ranking:
  • Promote Faculty- Mentorship
  • Promote Inter-Departmental/Inter-Faculty Research collaboration
  • Strengthen Value-Added Research
  • Promote National/International Research and Graduate Supervision
  • SUCCESS=Planning+ Productivity+ Quality+
  • Adaptability+ QA/Feedback
vi new programs curricula
VI. NEW PROGRAMS/ CURRICULA
  • Update/Modify U/Graduate Curriculum to stress: Engineering Up-Front
  • Promote Soft-Skills/Design Skills
  • Introduce Project-Based Learning
  • Stress Student-Centred Learning and promote Interdisciplinary Programs
  • Target Titling Employment Markets
  • Target New/Emerging/Evolving Technologies & Employment Markets
  • VISION=Planned Mission+ Objectives+ Outcomes
slide14
Inter-Departmental/Inter-Faculty
  • Address New Innovative Technologies such as:
  • CIT/BIOENGINEERING/BIOMETRICS/BIOSECURITY/ADVANCED- ENGINEERING MATERIALS…
  • MEMS-NEMS/BIO-INFORMATICS/Bio-Sensors/Bio-Metrics/Bio-Security
  • MICRO & NANO-TECHNOLOGY/MECHATRONICS/Robotics/Energy &Environment Research!!
vii collegial learning environment
VII. COLLEGIAL LEARNING ENVIRONMENT
  • Stress Collegiality/Respect/Inclusiveness
  • Stress Equity/Equality/Fairness
  • Promote a Culture of Excellence
  • Be Accountable/ Productive/Transparent
  • Avoid Group- Politics/Patronage
  • Promote Respect, Harmony and Tolerance!
viii continuous qa planning
VIII. CONTINUOUS QA-PLANNING
  • Streamline the Administrative Functions
  • Assign Job Description/Responsibilities
  • Develop A Continuous feedback Quality Assurance Plan-CQA-Program!!
  • Develop a Short-Term & Long-Term Planning based on a “ Learning Outcome-Assessment” Model (Mission/Objectives/Metrics..
  • Promote the Department/Image Building:
  • Automate operation/Filing/Develop a Database/ECE-NEWSLETTER/ANNUALECE- REPORT/ Establish Academic National & International Links!!
slide17

IX. NEW PROGRAMS AND INITIATIVES

  • How existing Department- curriculum can be changed, enhanced, updated or modified to reflect new technological changes and employment market shifts.
  • How new teaching/learning methods can be entrenched to make full use of Internet, Tele-Education/ Multi-Media and Tele-Learning/Distance-Learning/Value-Added Research Centre.
  • Need for a Life-Long Learning/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 Advisory-Committee, Faculty/Staff/Student Feedback and Inter-Department Collaboration and Resource-Sharing!!.
slide18

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 a sustained International Academic Programs ,d Research-Links and Sustainable Satellite Campuses!.
slide19

X. PROBLEMS & NEEDS

  • Many urgent/ major challenges
  • -ALL RELATES TO ACCREDITATION Problems/Requirements Plus other Long Term Issues:
  • Demographic-Decline in student enrolment and historical high "attrition" rate.
  • Need for an enhanced evolving curricula and learning challenges:
  • (a) Effective/Scholarly Teaching
  • (b) Effective Learning Outcome Assessment
  • (c) Continuous-Quality Assurance Metrics
slide20

Research-Decline-Syndrome (RDS): Lack of research funds resulting in lack of department research productivity and the growing number of highly- qualified/Effective but dormant- FACULTY (40-50%)

  • Alternative financial sources for funding/Research Groups/Mentorship Programs/ Interdisciplinary Research Collaboration/Short Term Consulting/Group-Research/Mentorship/Value-Added Research/International research Links…

MONEY  RESEARCH

xi other challenges
XI. OTHER Challenges!
  • Teaching- Overload problem requires us to:
  • Optimize available Resources
  • Use Qualified & Effective Retired Faculty(6 ) & Visiting Professors/Research Associates/Inter-Department/Inter-Faculty Resource Sharing… if need be!!
  • ALWAYS-Introduce Scholarly -Teaching by matching Teaching Load to areas of Expertise (Major/Minor)
xii chair
XII. CHAIR!!
  • Servant to Department Needs-No Boss Mentality!!
  • Reflect Honesty, Equity, Transparency and Commitment to serve—
  • ------------Even for ONE TERM!!---------------------
  • Lead By Example/Team Player/Facilitator
  • Image Builder/Catalyst/Advocate real Renewal!!
  • Adhere to UNB Rules/Regulations/Code-of-Conduct
  • Be Caring and Empathetic
  • Be willing to Listen but strong enough to voice concerns and Discuss Critical-Issues and have a l opinion without fear or Politics!
slide23

XIII. MANAGEMENT PHILOSOPHY

  • All Faculty/Staff/Students working together as a coherent- team for a common unified goal which is the full promotion and development of the Electrical & Computer Engineering Department as the Flagship of Engineering!!
  • Collective Group Decision/Consultations/Brain Storming.
  • Delegation of responsibilities at all department levels in a decentralised structure (TEACHING/RESEARCH GROUPS).
  • Facilitation/Streamlining of all Student /Faculty/Staff Operations and Interactions.
  • Full-Transparency, Equity, Collegiality and Ethics!
slide24

Enhanced full feedback & Communications.

  • Full-Disclosure of department goals, activities, functional-records, Non-Confidential budgets, allocations all times.
  • Team-work and more Team-Work, NO-PATRONAGE!
  • Short term and Long Term Planning
  • Image- Building/Department Internationalisation.

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

slide25

XIV. ECE-VISION

  • ECE Department: To be recognized as a leader in Electrical & Computer Engineering Education and Research as well as training / Consulting/Continuing Education Life Long Learning Centre.
  • ECE Dept should be the FLAGSHIP of the Engineering Faculty NOT RANK 3 or 4.
slide26

XV. MISSION

  • To enhance the effectiveness and quality of Electrical & Computer Engineering Education and Research while fostering real professionalism, excellence, employability and ethical values and soft skills for all graduating engineers.
slide27

XVI. CHAIR-CORE VALUES

  • Leadership: To provide guidance, inspiration and mentorship through education, information policy development and advocacy.
  • Excellence: To maintain the highest educational, ethical and professional standards for faculty, students, educational and research programs.
  • Respect: To embrace equity, diversity, dignity and respect for all and develop a cohesive, welcoming and inclusive culture of excellence!.
slide28
Compassion: To be respectful, sensitive, empathetic to the needs of others.
  • Professionalism: To work effectively with expertise and dedication.
  • Responsibility: To ensure excellence and to maintain healthy personal and professional academic life that is of measured quality and outcome!
xvii integrity professionalism
XVII. INTEGRITY & PROFESSIONALISM
  • A professional can work with ANYONE-( without Losing Integrity)
  • Honesty/Equity/Transparency are essential in securing Harmony/Respect/Support
  • A Chair is merely a Facilitator & Promoter –He/She should not solicit support or push a hidden agenda!!
  • A Chair should be Visionary, Role Model, Image Builder not a a mere CARE-TAKER!!
xviii administrative style
XVIII. ADMINISTRATIVE STYLE
  • Open-Door Policy
  • Collegial Decision Making Process/Full Consultation
  • Collective Group/Bias-Free/Respect for all opinions!
  • Bottom-Up /Situational- Support Management Style
  • Fair and Equitable
  • Supportive-Mentorship Program
  • “Task—Ready” Administrative Model
xix balanced teaching load
XIX. BALANCED TEACHING LOAD
  • Balanced== Graduate + U/Graduate
  • Based on research Duties! 2+2 or 2+3
  • Should account for other duties/graduate Supervision
  • Ensure that Research is always disseminated to Teaching-(Scholarly-Teaching)
  • Annual Teaching Load is tentatively assigned by Teaching/Research Group and finalised by Chair
slide32

XX. Immediate-Challenges

  • How to boost Coherency/Ethical/Professional values-(Plagiarism, Massive Cheating, Apathy)
  • How to develop innovative / 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 collaborative/ interdisciplinary research
slide33
How to ensure value-added and group research.
  • How to promote the internationalization efforts via academic links, agreements, collaborative value-added and targeted research..
  • How to promote an fully inclusive collegial Learning Environment.
  • How to ensure full transparency and active-participation by all.
  • How to ensure a collegial work/learning environment that is free from harassment, bias, hatred, inequity and politics!!.
slide34

XXI. VIEW POINTS - WHAT TO DO?

  • Regenerate/ Renew/Restore-3 R of Success -Cycle.
  • Bold challenges require firm decisions.
  • Equity and transparency are paramount.
  • Coherent & inclusive environment.
  • Open-door-policy based on dignity & respect.
slide35
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 Membership based on initial 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 & Decision by the Full-Department!!.
  • Teaching and research excellence should be recognized and continuously rewarded.
slide36
Need to market faculty teaching and research /Training/ 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.
slide37
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 inclusive/welcoming work environment.
  • Image building & Internationalization.
slide38
Full mentorship-active programs for new faculty members and also students who physically challenged.
  • Full Professionalism and Transparency
  • Be True to your Values and Profession at all times!!!

Mentorship activates a coherent culture

A professional does not play politics

slide39
A Chair is a leader with a VISION & PLAN!
  • A leader should be a role model who motivate and inspire.
  • An effective leadership style is based on collegial-l consultation, brain-storming group dynamics, collegial decision making process, full proactive involvement by all, respect for diverse opinions, reaching consensus, Tolerance of the other opinion and a situational management style, (SMS) style that is both adaptable and flexible (Task-readiness Model).
  • (SMS): Situational Management Style adjusts task & socio-behavioural support (mix) to the degree of readiness with mentoring, coaching, supervision, participation and delication.
slide40
Teaching load-assignment should be fair and based on the faculty expertise .
  • The department can be divided into (5) key areas of teaching & research Responsible-Groups :
  • -Power, control, electric machines, power electronics.
  • -Signals, communications.
  • -VLSI/ULSI/Electronics/optics.
  • -Computer engineering, software engineering.
  • -Biomedical engineering/Interdisciplinary.
slide41
To achieve real renewal, not just cosmetic changes, we all should have a Mission/Plan/Feedback Mechanism.
  • For a Plan to Succeed the Task should be equitably shared by all.
  • All should be free to be involved, to question, and to participate in all decision making processes.
  • Equitable/Transparent/Coherent.

Be Professional, embrace change, welcome renewal as the only way for progress and advancement.

slide42
We need to continuously forecast,predict and identify urgent problems and pending challenges and seek the most effective “pragmatic” (near-optimal) solutions, without delay!!!.
  • Don’t sit on the sidelines but be proactive!
  • Change & Renewal requires short-Term and Long-Term Planning and Continuous Quality Assurance.

Change and Renewal is inevitable!! Don’t sit on the sidelines, be proactive!

slide43

XXII. OTHER VIEW POINTS

  • The department is not a political arena/gaming field it cannot sustain politics, clashes , alienation or control tactics.
  • Full Respect for equity, Equality, Fairness and collegiality are the basic ingredients of Clean Environment and and effective group dynamics.
  • Need to transform the educational process to a Student-Centred Learning: Where our students are active participants in the Learning-Process and can question, study and research every issue using Self-Learning/Project Based Learning/Web Enabled Learning and Life long Learning.
slide45

XXIII. QUALITY ASSURANCE (QA) METRICS

  • QA is hinged on Accountability and Learning-Outcome-Assessment
  • QA- Metrics: require identifying a mission, key objectives and assessment indices
  • The Continuous Feedback-Evaluation Process is perpetual and follow a cycle of 1-3 years
slide46

XXIV. LEARNING OUTCOME/QA

  • Learning / Teaching effectiveness
  • Student- centred learning and Learning Technologies
  • Professional Development
  • Administrative process streamlining
  • Innovative Programs/Curricula
  • Joint-Programs (Inter-Dept., Inter-Faculty, International )
slide47
QA-needs: Graduate Employment Feedback/Under Graduate Standard-Assessment/Aptitude Tests
  • Cumulative-Faculty/Staff Productivity & Quality Measures
  • Staff – Effectiveness measures
  • Resources/Laboratories Needs-Analysis and Sustainability-Requirements.
  • Image-Building, Internationalization/ Marketing and Student-Recruitment
  • Internationalization Joint-Ventures/ International Programs/Academic Links & Agreements
slide48
Quality Assurance Dept-(QA) Annual Report
  • ECE-Newsletters/Bulletins and Annual Activities Report
  • ECE-Expertise Data-Base/Retraining/Short Term Consulting
slide49

XXV. Chair Key-Attributes!

  • Respect, Collegiality, Diversity.
  • Value the strength inherent in diversity.
  • Challenge, expose and fight prejudice in others.
  • Culture-Sensitivity & Student welfare.
  • Inclusiveness.
slide50

XXVI. 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/Mentoring!.
slide51

XXVII. A SHARED THOUGHT

  • “COMPASSION and TRUTH coupled with RESPECT for all can achieve professional goals and self content”

A.M. SHARAF

slide52

XXVIII. 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!

slide53

XXIX. 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!
slide54

How to enhance the Learning/work environment to be free from politics,hostility, Patronage and group- alignments? (Collegiality & morality)

  • How can we attract Mature and top-notch students into Engineering? [women, mature students, national/ international recruitment, foreign/International 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 and Marketable-University Student-Recruitment/Marketing Strategy]
slide55

How to establish an effective and productive Department of Electrical & Computer Engineering - continuing education center 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 Collaboration with local, national and international businesses/industries/NGO [Show the mutual-benefits: Do not solicit Money or ask for Donations!]
slide56
How to seek real value added research funding and industrial collaboration all Faculty to establish their research productivity and support graduate students? (No Charity!)-Role of research Links/Agreements/Academic Links

(Good Image Building == Good 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?
slide57

XXX. THE PLANNING PROCESS

  • A well planned long term approach for total Renewal
  • Identify challenges and problems
  • Start the Full-Consultation, Brain-Storming and Full Support &Involvement of all (Faculty / Staff / Students)
  • Higher Administration / External Advisory Committee
slide58

XXXI. STAGES OF THE PLANNING PROCESS

  • Identify solutions and corrective measures guided by the key issues of Education-Quality, Accountability, Responsiveness, Sustainability, Quality Assurance, Collegial and Effective Work Environment
  • Search all options and reach optimal-consensus
slide59
Follow-up and Feedback to 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 best solutions and monitor effectiveness and impact
slide60

XXXII. HOW TO APPROACH COMPLEXITIES

  • What… if….
  • Build frameworks/Scenarios/….
  • Deductive, inductive and abductive reasoning.
  • Question the logical corrections.
  • Mental flexibility.
  • Interpret issues, paying attention to their implications & relationships.
  • Discuss with others and solicit input from individuals.
  • Broaden your base and knowledge experience.
  • Be positive, open to new ideas, flexible, well rounded.
slide61
Manage strategically-Resources/Time/Persionnel/...
  • Align action to a focused Mission/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 effectively , time limits process assessment.
slide62

XXXIII. HOW WE PLAN

  • Plan proactively.
  • Integrate preventive remedies/corrective measures into all plans.
  • Risk management contingency planning.
  • Identify major tasks.
  • Categorize risks as high/low/medium.
  • Be decisive.
  • Choose your battles very carefully and fight hard!!.
  • Give high priority to issues that further the realization of the mission.
slide63

XXXIV. ORGANIZATION

  • Acquire organizational- 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 Planning-Initiatives.
  • Utilize mentorship.
slide64

XXXV. MANAGING OF AGENDA

  • Recognize the importance of timing.
  • Build support for all initiatives informally & informally.
  • Be wary of being overly political !
  • Strive for balance at all times!!
  • Balance is the Essence of Science
slide65

XXXVI. 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.
slide66

XXXVII. NEGOTIATING

  • Prepare, present your position, and anticipate the other party response.
  • Negotiate a strategy that is geared to finding a solution, tolerate the critical views and avoid personal confrontations!.
  • Establish a sense of trust and mutual respect.
  • Learn from previous experiences.
slide67

XXXVIII. 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.