University Leadership & Management Maynooth University on-line learning programme October 2015 Ashley O’Donoghue

maynoothuniversity.ie Programme Outline  1. The university context: An introduction  2. University leadership and management  3. University cultures and organisational management  4. Strategic planning  5. Managing people  6. Managing resources

maynoothuniversity.ie 1. The university context: An introduction  The University Context: An introduction contains 4 hours of optional self-development activity content. Publication date: July Core activities: 1.5 hours. Additional activities: 4 hours  This introductory course sets out the aims and structure of the programme. The course will help participants to: o Gain a better understanding of the broader higher education context o Begin to plan their learning and development as an effective leader or manager within their own institution o Identify the areas of the programme that will best address their particular needs. Syllabus  Module 1: Welcome to the University Leadership and Management programme: introduction, structure and guiding principles  Module 2: The higher education context  Module 3: Personal development – how the programme can address your particular needs Author: Professor Shelda Debowski. Deputy Vice-Chancellor and Head of Campus, University of Notre Dame Australia Reviewer: Dr Richard Bolden. Senior Lecturer and Head, Centre for Leadership Studies (CLS), University of Exeter Business School

maynoothuniversity.ie 2. University Leadership & Management  The University Leadership and Management.6.5 hours of optional self-development activity content. Publication date: July Core activities: 5 hours. Additional activities: 6.5 hours  This course explores management and leadership theories in the context of higher education. The course will help participants to:  Understand how management and leadership processes in higher education institutions differ from those in other organisations  Apply principles and techniques to increase their effectiveness as leaders and/or managers  Understand how to gain and maintain influence with colleagues and within their institution  Understand how and why true leadership promotes collegiality, trust and respect. SYLLABUS  Module 1: Introduction to academic management and leadership: why universities are different, theoretical approaches  Module 2: Becoming an effective academic manager: benefits, disadvantages, key tasks  Module 3: Becoming an effective academic leader: how leaders are selected, leadership styles, a personal philosophy of leadership  Module 4: Maintaining influence: social power, social and emotional intelligence, communication, key lessons for leaders and managers. Author: Professor Robert Birnbaum. Emeritus Professor of Higher Education at the University of Maryland, College Park Reviewer: Dr Rajani Naidoo. Senior Lecturer and Director, DBA in Higher Education Management, University of Bath

maynoothuniversity.ie 3. University cultures and organisational management  University Cultures and Organisational Management contains 13 hours of optional self- development activity content Publication date: July Core activities: 4 hours. Additional activities: 13 hours. This course explores how university cultures operate and how leaders and managers can shape a positive and effective community. The course will help participants to: o Understand what influences university culture, and how culture affects those in leadership and/or management positions o Learn how to promote a rewarding, motivating work environment for all members of their university community o Address destructive or counter-productive behaviours o Lead change initiatives or transitions with confidence. Syllabus Module 1: Understanding university cultures: defining academic culture, stakeholder expectations, psychological contracts, strong and weak cultures Module 2: Leading organisational change: types and levels of change, cultural audits, consulting colleagues, implementing change Module 3: Building an effective organisational culture: managing constructively, balancing productivity and innovation, managing up and across, being inclusive Module 4: Dealing with conflict: resolving conflict, sources of support Author: Professor Shelda Debowski Deputy Vice-Chancellor and Head of Campus, University of Notre Dame Australia. Reviewer: Carol Bolton. Organisational Development Manager, University of Liverpool.

maynoothuniversity.ie 4. Strategic Planning  Strategic Planning contains 9 hours of optional self-development activity content. Publication date: July Core activities: 3.5 hours. Additional activities: 9 hours.  This course highlights the importance and practicalities of good strategic planning in today’s higher education environment. It will help participants to: o Understand the value, purpose and principles of strategic planning o Learn how to analyse their departmental and institutional environment o Learn how to consult and engage colleagues and stakeholders o Understand different approaches to strategic implementation and the importance of monitoring and reviewing the strategic plan to ensure and maintain improved departmental performance. Syllabus  Module 1: The role of strategic planning: purpose, principles and process  Module 2: Developing the strategic plan: scanning and analysing the environment, consulting colleagues and stakeholders, KPIs, risk assessment  Module 3: Implementing your strategic plan: deciding on an approach, engaging and communicating with colleagues, leading implementation  Module 4: Monitoring progress, reviewing and revising the strategic plan Author: Professor Peter McCaffery. Deputy Vice-Chancellor, London Metropolitan University. Reviewer: Professor Mark Brown. Director, National Institute for Digital Learning, Dublin City University.

maynoothuniversity.ie 5. Managing People  Managing People contains 6 hours of optional self-development activity content. Publication date: July Core activities: 4 hours. Additional activities: 6 hours.  This course offers practical guidance on the management of staff within higher education institutions. The course will help participants to: o Apply theories of motivation, performance management and staff development to establish high performance within their department o Improve recruitment and induction processes o Approach difficult situations, with a view to improving working relationships and performance o Understand the importance of diversity and how to make best use of different individuals’ experiences and talents. Syllabus  Module 1: The HR challenge: idiosyncracies of the university environment, approaches to managing people  Module 2: Motivating staff  Module 3: Recruiting and inducting staff  Module 4: Optimising high performance: principles and challenges, establishing and reviewing performance standards  Module 5: Managing difficult situations: poor performance, grievances, redundancies  Module 6: Developing staff: promoting a learning climate, team-building, understanding and supporting diversity Author: Professor Peter McCaffery. Deputy Vice-Chancellor, London Metropolitan University. Reviewer: Professor Margaret Orr. Director, Centre for Learning, Teaching and Development, University of the Witwatersrand.

maynoothuniversity.ie 6. Managing Resources  Managing Resources contains 7 hours of optional self-development activity content. Publication date: July Core activities: 3 hours. Additional activities: 7 hours.  This course examines the many aspects of managing fiscal and facilities resources in a higher education institution. The course will help participants to: o Assess their department’s programmes and services and manage conflicting resource needs and requests o Understand resource management in the context of institutional governance, mission and strategy o Understand different sources of revenue and expenses o Understand the technical ‘hows’ and ‘whys’ of managing departmental finances and facilities o Consider how to maintain professional and ethical practice in the context of resource management. Syllabus  Module 1: Roles and responsibilities: assessing departmental provision, serving as a departmental advocate, managing conflicting resource needs  Module 2: Resource management in alignment with an institution’s governance, mission and strategy  Module 3: Understanding departmental finances: revenue and expenses explained  Module 4: Managing departmental budgets: models, development, cycles  Module 5: Managing departmental facilities: operational and financial considerations  Module 6: The art and ethics of resource management Author: Professor Margaret Barr. Professor Emeritus, School of Education and Social Policy, Northwestern University. Author: Dr George McClellan. Vice-Chancellor for Student Affairs, Indiana University–Purdue University Fort Wayne. Reviewer: Dr Donald E Heller. Dean, College of Education and Professor of Education, Michigan State University. Reviewer: Professor Peter McCaffery. Deputy Vice-Chancellor, London Metropolitan University.

maynoothuniversity.ie About University Leadership and Management This programme is for:  Academic staff, research leaders and senior support staff to develop good leadership and management practice in higher education.  University Leadership and Management covers the broad topics common to a management syllabus, including organisational change, strategic planning and managing people and resources, but with a specific focus on the challenges faced by leaders and aspiring leaders working in universities and colleges. As a result of completing this programme, staff will be equipped with the skills they need to embrace the opportunities and deal with the challenges presented by today’s complex educational environment.  This suite of six courses can also form part of an accredited course programme, for example with the Institute of Leadership and Management, and participants will have an opportunity to build up a Leadership and Management portfolio.

maynoothuniversity.ie About University Leadership and Management - Epigeum  Our courses are created by those in higher education, for those in higher education, and we offer many opportunities to collaborate.  Over 70 universities and colleges have now participated in Epigeum development groups, including nine of the UK’s top ten institutions.

maynoothuniversity.ie About the Programme  The University Leadership and Management programme was developed by Epigeum Ltd. (UK) in conjunction with 20 international universities including Maynooth University, DCU, UL, UCC, NUIG.  Programme Development Group Members o Bournemouth University o Cardiff Metropolitan University o Dublin City University, Ireland o Durham University o Forman Christian College University, Pakistan o Indiana University–Purdue University Indianapolis, USA o Massey University, New Zealand o National University of Ireland, Galway o National University of Ireland, Maynooth o University College Cork, Ireland o University College London o University of Birmingham o University of Exeter o University of Limerick, Ireland o University of Liverpool o University of Nottingham o University of St Andrews o University of Strathclyde o University of Ulster o University of the Witwatersrand, South Africa