Kim Martin Long, PhDAssociate Dean of Arts and

SciencesShippensburg University of

Pennsylvania

Negotiating Power and Authority within the Dean’s

Office

CCAS 2009, Baltimore, November 13, 2009

General Description of Our OfficeCollege of Arts and Sciences within state

university of 8200 studentsApproximately 3000 majors in the collegeResponsible for all of the general education

(program and courses)One dean, one associate dean, two

administrative assistants, two clerical staff (one half time), one graduate student (paid position), one work study student

Inside the College of Arts and Sciences

Outside Views (Nice, huh?)

Portrait of the DeanDr. James H. MikeProfessor of ChemistryIn his 4th year as dean7 years’ experience as associate dean in

another stateManagement characteristics: deliberative,

transparent but reserved, strong advocate for programs and resources; wants lots of input from chairs and deaprtments

Primary responsibilities: Faculty, Budget, Fundraising, the “fancy parties”

Portrait of the Associate DeanDr. Kim Martin LongFormer professor of English4 ½ years in associate dean positionManagement characteristics:

communicative, social, collaborative, “prevent the problem” if you can, problem solver (sometimes likes to cut to the chase)

Primary responsibilities: Student issues, managing the schedule, internships, approvals, committees (not parties)

Simplified Flow Chart (external)The dean is in a “line position,” reporting to the provost and directly supervising departments (chair and faculty).

The associate dean acts in behalf of the dean while is away and helps execute the duties of the office.

Flow Chart (Internal)While these relationships are not as “firm” as they appear (the associate dean also may delegate tasks to the staff), the dean is the direct supervisor and evaluates us all.

The associate dean is responsible for the students.

Strategic Planning ExerciseOffice as a whole met in retreat this past

summer.We walked through the initiative phases of

a strategic planning exercise (since the entire university will be going through Academic Master Planning this year and next).

We were honest with each other, broke down some barriers, and took a hard look at what we do, why, and how.

Strengths of Our OfficeStudent friendlyHelpful and knowledgeableStable, efficient office (we have all been

together 4 years)Location (center of campus, in a busy

academic building)Identity (people know of us and that we get

things done)Flexibility (we always look to other ways of

doing things)

Weaknesses of Our OfficeOverworkedUnderstaffedNo firm operational guidelinesLack of policy maintenanceLack of schedule coordinationSuccession planningTraining gapsCommunicationThings don’t get done that should

Threats Facing Our OfficeInability to respond institutionally to

secretaries’ problemsFrustration and morale problemsBudget situation (hiring on hold)Inconsistencies across departmentsSome training or ability gaps within

OpportunitiesMake a positive impression on studentsTake advantage of our location (café

downstairs)Unify the collegePresent image to be emulatedBe an nformation clearinghouseHelp morale among staff, faculty,

departments

Questions Arising from SWOT AnalysisHow can we leverage our strengths to

capitalize on an opportunity?How can we invest or divest resources in

weak areas to respond to an opportunity?How can we mobilize our strengths to avert

a perceived threat?How can we respond to a weakness that

makes us vulnerable given an impending threat?

Initial Ideas (Critical Issues)Use our expertise and personalities to help

resolve some of the departmental issues.Re-assign some of the more tedious work to the

student worker; this will require patient training.Get more student traffic in to prevent problems.Come up with our own written policies and

procedures (for succession planning, retirements, etc.)

Push down things that should be done in departments.

Currently, we are in process. . . But we have been talking about our

“critical priorities” and what possible “action plan” will result.

We have been honest about our weaknesses.

We realize that one office member (clerical) needs additional training.

We continue to advocate for proper staffing while coming up with creative and novel approaches to meeting the needs of the college.

Conclusions: What Works and WhyWe have worked together well for four years

and communicate often (regularly meeting an hour or more every day).

The dean considers as one of his main jobs to mentor me into his job, frequently giving me “new” responsibilities and bringing me in to meetings, etc.

I respect the dean and support his decisions. While I one day would like to be in the dean’s position (here or somewhere else), I am the associate dean. We clearly understand our negotiated roles.

Conclusions: What Does Not Work and WhyWe are too large to handle everything we handle

in our office. We are stretched to the limit. Occasionally, office staff will come to me and not

the dean; then I am in the role of passing on information.

We have some upper administration that are not as “with it” as we are. We feel we are being held down by lack of leadership.

After being in this job for four years (and being a pretty quick study), I am getting a little fidgety to move up. Yet I am not so keen on leaving the area just yet. (Result: sometimes I take risks that I shouldn’t, fly too close to the sun, etc.)

Lessons for Others?Communicate, communicate, communicate.Don’t let little things turn into big things.Complement each other in the office; let

those with skills in an area perform tasks that use those skills well.

Don’t try to do someone else’s job, even if you can do it better.

Do things together outside the office; get to know each other in a different way. On the other hand, keep personal personal and work work.