1. Important Considerations
1.1. Administrators must have experience in: instruction, materials development, recruitment, program research, budgets and finances, employment conditions, interpersonal relations, interdepartmental and inter-program politics, and global events.
1.2. Most LPA have learned to make decisions and negotiate by trail and error.
2. Challenges
2.1. First: Understanding the scope and diversity of decisions and negotiations
2.1.1. What types of decisions must be made
2.1.1.1. Responsibilities: recruiting st, marketing the program, providing services to st, hiring trained faculty and staff, developing and assessing personnel, and purchasing textbooks, etc.
2.1.2. Delegation of tasks
2.1.3. Budgetary Considerations
2.1.3.1. LPA must determine what issues to decide or negotiate individually and what issues others
2.1.4. Strategic considerations
2.1.4.1. LPA shouldn't make decisions in a vacuum. Strategic decisions that are based on adequate data and feedback guide the program in its ongoing operations and provide for constant improvement.
2.1.4.2. Strategic planning begins with a needs assessment and ends with establishing long-term program goals or self-studies that are externally reviewed and evaluated by certifies agencies
2.1.4.2.1. Examples of questions that lead to strategic decisions are: How can we determine the quality of our Language program? How can we improve the quality of our language program?
2.1.5. Responsiveness to decisions made by others
2.2. Second Challenge: engaging in the process of decision making and negotiating.
2.2.1. Leader needs to get involved in the process to understand the situation
2.2.2. Deciding and negotiating independently
2.2.2.1. Sometimes, administrators need to work isolated; other times, they need help of mentors, colleagues, and other LPA.
2.2.3. Shared decision
2.2.3.1. LPA must rely on language program personnel
2.3. Third Challenge: Understanding distinctions between decisions and negotiations
2.3.1. Decide means to determine or settle an issue conclusively, either individually or consensually. To negotiate means to reach an agreement
2.3.2. Rationale for deciding
2.3.2.1. Decisions become policy. Establishing policies contributes to the group perception of equity, commitment, and stability
2.3.3. Opportunities for negotiating
2.4. Fourth challenge: Considering time and technology in decision making
2.4.1. Making decisions quickly is generally inadvisable, except where there is not choice. Take time to analyze and consult other people about the best decision to take.
2.5. Fifth Challenge: Managing during crisis or conflicts
2.5.1. Reasons for crisis: #1 students with a lack of skills to express their needs or problems. #2 External forces (economic, politics) #3 LPA are sometimes vulnerable
2.5.2. Strategies for crisis avoidance
2.5.2.1. Have a plan.LPA must develop strategies and techniques to avoid conflict rather than react to it (be proactive and not reactive)
2.5.2.1.1. Create consciousness - raising documents to be aware of the state of the program
2.5.3. Suggestions for crisis management
2.5.3.1. Clarify the nature of the crisis and gatehr information
2.5.3.2. Consider the relationship between time and the crisis
2.5.3.3. Develop a plan: procedures and timeline
2.5.3.4. Involve other institutional colleagues in managing the crisis.
2.5.3.5. Keep the programs mission
2.5.3.6. Consult other LPA
2.5.3.7. Keep a log of what happens during the crisis.
2.5.3.8. Be prepared to negotiate
2.5.3.9. Be sure to have on file emergency contacts and signed releases of information for each person in the program.
2.6. Sixth Challenge: serving and leading as langiage program administrators
2.6.1. Developing a plan for consensual decision making is perhaps the biggest personnel challenge that PA face.
2.6.1.1. Consensual decision must occur often to retain unity of purpose.
2.6.1.2. Become an effective servant leader.