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Art & Practice of Deanship by Mind Map: Art & Practice of
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Art & Practice of Deanship

Roles of the Dean




Issues on Deanship

Various types of HEI

Different levels of work, assorted areas, different capacities

Many types of Deans

Ever changing HE environment

Administrative Concerns

Administrative functions

Promotion & maintenance of good standards of work

Coordination of practice with policies of Administration

Assurance of an efficient & smooth-running office

Primary Problem

The correct, effective & appropriate implementation of university policies & procedures

Primary Goal

Ensure adherence to policy & procedure

Evolution of Dean's Roles

The Dean in the Early Years

Rudolph, 1990

Barr, Dessler, et al., 2000

The Modern Day Dean

Gould, 1964

Wolverton, Gmelch, Montez and Nies, 2001

Deans for the Future

Gatekeepers of standards

Need to be caring and concerned more about the students

Skills Needed to Fulfill the Role of the Dean

Administrative preparation

Assessment & accountability

Commitment to lifelong learning

Constant thirst for knowledge

Courage to embrace change in the ever-evolving world of HE

Creative management

Section 17, paragraph 2 of The Education Act of the Philippines states that the administration  shall be accountable  for the efficient and effective administration and management of the school. It is therefore, the role of the administration to effectively and efficiently manage the school. School Management is not a joke. Being a good manager  is to be able to apply and integrate the knowledge and analytical approaches developed by numerous disciplines. To possess these characteristics, a manager has to do numerous functions. One of these is CREATIVE MANAGEMENT. Creative Management is the process by which creativity techniques are made, it also involved decision-making. Creative management skills of managers specially in our educational system is one of the most important aspects which a manger has to posses. Decision making is important is the creative management. As administrator has to decide on what strategies he is going to use to stimulate the people along with him in the work place to attain maximum  fulfillment in every individual. No approach in decision-making can guarantee that a school head will always make a right decision but he who uses a rational intelligent and systematic approach is more  likely than the others  to come up with a high quality solution to the problem he faces.

Democratic leadership

Finely tuned human relation skills

Information & educational technologies

Instructional leadership

The description of instructional leadership that has attained the highest level of visibility over the years is that by Wilma Smith and Richard Andrews (1989). They identify four dimensions, or roles, of an instructional leader: resource provider, instructional resource, communicator, and visible presence. As a resource provider the principal ensures that teachers have the materials, facilities, and budget necessary to adequately perform their duties. As an instructional resource the principal actively supports day-to-day instructional activities and programs by modeling desired behaviors, participating in inservice training, and consistently giving priority to instructional concerns. As a communicator the principal has clear goals for the school and articulates those goals to faculty and staff. As a visible presence the principal engages in frequent classroom observations and is highly accessible to faculty and staff.

Knowledge of the mission, philosophy, and history of the institution

Learner-centered orientation

Learner-centered teaching: five key changes to practice Maryellen Weimer   Being learner-centerd focuses attention squarely on learning: what the student is learning, how the student is learning, the conditions under which the student is learning, whether the student is retaining and applying the learning, and how current learning positions the student for future learning.

Foremost trait = Ability to be a Leader

The Dean needs to

Perform service

Be accountable

Fulfill a moral role

Act as a steward

Build diverse communities with trust & collaboration

Promote excellence

Decision-making responsibilities

Educational program/curriculum

Faculty selection, promotion & development

Student affairs


Physical facilities development

Public & Alumni relations

The Dean as a Leader

Contemplating a very complex & unstable relation of an individual to the greater social body

Dramatize for everyone the shifting & elusive relation of the one to many

Linchpin holding an organization together between those perceived as leaders & those whose works rest the reputation of the organization

Creating stage for future operations while managing day-to-day activities

Types of Leaders

Transactional Leaders, Determines what subordinates need to do, To achieve their own and organizational objectives, Classify those requirements, Help subordinates become confident that they can reach their objectives by expending the necessary efforts, Reward them according to their accopmlishments

Transformational Leaders, Motivate subordinates to do more than they originally expected to do, by, Raising followers' level of consciousness about the importance and value of designating outcomes and about ways of reaching them, Getting followers to transcend their own self-interest for the sake of the team, organization or a larger polity, Raising the followers' need levels to the higher-order needs, such as self-actualization, or by expanding their portfolio of needs

Communication Tips

Small talk, The concept of inconveniencing oneself

Written communications, Critical connection to individuals & groups, inside & outside the school

Faculty & Staff groups, Establishing committees & recognizing existing groups are powerful tools for strengthening communications

Communicate with students

Communicate with parents


Ingredients for success

Mutual respect

Open & honest communication

Shared goals

Celebrate success

Learn & Leverage personal attributes

Personality, Comfort zone

Work style, Communication & decision making style

Relationships of Influence, Campus, Community, National, International

The Dean expects his/her faculty & colleagues to

Be honest

Be loyal

Avoid wasting time

Know the vision



Share the enthusiasm

Stay focused


The Dean creates a Philantrophic culture by

Articulating the college's vision & academic plan

Appropriate time & resources for advancement functions

Establishing a collaborative environment where faculty & staff work in concert to achieve the strategic plan

Malcolm Baldrige Framework

a systems perspective for achieving continuous education quality improvement

Core values


Strategic Planning

Student, Stakeholder, and Market Focus

Measurement, Analysis & Knowledge Management

Faculty & Staff Focus



Good practices


Focus on future

Focus on results & creating value

Learning-centered education

Management by fact

Managing for innovation

Organizational & personal learning

Social responsibility

Systems perspective

Valuing faculty, staff, and partners

Visionary leadership

Pillars of Total Quality

The organization must focus, first & foremost, on its suppliers and customers

Everyone in the organization must be dedicated to continual improvement, personally and collectively

The organization must be viewed as a system, and the work done within the system must be seen as ongoing process

The success of total quality management is the responsibility of top management


Areas on guidance counselling and advising

Students are not sufficiently motivated or academically prepared to take advantage of a college education

Offering curricular programs that lead to unemployment or underemployment

Teach more, focus more on research that is relevant to society, and rely more on technology

Exorbitant cost to receive a baccalaureate degree

The lowering or compromising of standards