VOLUME X, NUMBER 26

et INNO VATION ABSTRACTS

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The Instructor as Division Chair: Surviving the
Change to Administration

When a division chair position becomes vacant, it is
often a successful teacher who is chosen for the job.
Unfortunately, many of the joys of teaching are not to
be found in the role of division chair. Few new admin-
istrators recognize how their work will change, nor do
they usually have the training to be effective managers.
Several ideas follow which most managers learn cither
from intuition or experience. One must gain insight
into managing not only people and time, but also SELF!

Managing People

Since managing can be defined as getting things
done through others, it makes good sense to take every
opportunity to develop your present staff. Every level
of your organization, from students to faculty, deserves
your genuine interest and precious time. It is your duty
to provide the resources and environment necessary for
them to be successful.

Many problems can be avoided when people under-
stand exactly what you expect of them. Although we all
assume that subordinates will do what we expect, in
many cases they have not been told exactly what their
duties are, nor the kinds of values that all employees
must share as a part of the institution. Successful
organizations share common values among all employ-
ces, and this value system needs to be systematically
reviewed to keep common goals in sharp focus.

If a subordinate is not performing to set standards,
that person needs to know why you are dissatisfied. As
a professional, he should consider how the work is not
satisfactory and write an action plan which meets
institutional goals. This plan should be kept on file to
review at the end of the semester. He should be given
as much assistance as possible in the resolution of his
problem. Special staff development activities are
appropriate, as well as assistance from course develop-
ment and/or marketing staff. Realize that a weakness
is offen a misguided strength, and try to get the strength
channelled in the right direction.

Investigation into different psychological types, a
concept pioneered by Isabel Briggs Myers (see the
MBIT) and others, could give valuable insight into the

personalities of not only your subordinates, but also
your superiors. This basic understanding would enable
you to realize to kinds of traits they value. Tasks and
assignments could be matched with personality
strengths.

Because the job involves a team effort, it is in every
manager's interest for all subordinates to be both
effective and happy in their work. A manager must
have high value for both the task and the people. It is
unlikely that any administrator will be considered
successful if (a) great work gets done but the staff is
miserable or (b) little work gets done but the staff is
happy.

It is often difficult for new administrators to change
from the role of “star” to that of “coach.” In the class-
room, the instructor is the solo performer—the focus of
the spotlight. Behind the scenes, away from the spot-
light, he or she is a coach who nurtures and encourages.
If the stars make a mistake, the coach will still want to
support them in public and will wait to reprimand them
in private. If your people become winners, so will you.
It is imperative that you get out of the office and spend
time with your team on their own turf. Class observa-
tion should not be a dreaded occurrence when a boss
evaluates the work of a subordinate. Rather, it should
be a time when a coach comes in to admire the work of
a professional. If you do not take time to visit infor-
mally with students as well as faculty, you will insulate
yourself from what is really happening in your division.
Information is power!

Teach your subordinates how to do your work. This
will allow them to grow, and work can continue while
you are absent from campus. Morale will be high
because people will feel valued.

Managing Time
Since the job often is so hectic that all things cannot
be done well, decide what is most important and do
those things extremely well. This will give an impor-
tant feeling of accomplishment. Decide what can be
done fairly well and what can be left undone. It is
important to reflect on things done well because the

 

   

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THE NATIONAL INSTITUTE FOR STAFF AND ORGANIZATIONAL DEVELOPMENT (NISOD)
Community College Leadership Program, The University of Texas at Austin

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