Leadership in International Education: Three Perspectives. John McPartland Victoria University

Transcription

1 Leadership in International Education: Three Perspectives John McPartland Victoria University Tracy McCabe John Molony Joanne Barker University of Newcastle Macquarie University Flinders University

2 Leadership is.

3 Leadership is: The exercise of interpersonal influence directed towards a goal Leadership is a process whereby an individual influences a group of individuals to achieve a common goal One who leads others to lead themselves The ability to realize the potential in others abd direct skills, knowledge, and capabilities of a group towards predetermined results

4 Is There a Difference? (Source: Adapted from J.P.Kotter, A Force for Change) Management Leadership Produces Order and Consistency Planning / budgeting Organising / Staffing Produces Change and Movement Vision Building / Strategising Aligning People / Communication Controlling / Problem -Solving Motivating / Inspiring

5 Developing a vision Predicting trends Leadership Developing people

6 Developing a Vision For Internationalisation Tracy McCabe Director International Development Services, University of Newcastle

7 A Visionary?

8 A Definition of Internationalisation / n. act of internationalising /simple. revenue generation /complex. educational values, strategic, exchange, linkages, language, curriculum

9 Elements of Internationalisation Explicit mission statement Committed senior administration Policy framework Student and Faculty exchange International curriculum content Development cooperation Linkage agreements Collaborative research Reception capacity Student work placements Short term training Administrative/coordinating office Alumni involvement

10 Internationalisation as a core activity Strategic direction Relationship building Expanding opportunities for domestic students Corporately owned and managed Internationalising the curriculum Appropriately resourced Multi-faceted and borderless

11 Challenges for the Vision Maintain diversity of international students Language policy Build staff and research links Staffing profile Transnational and online Quality agenda Capacity

12 Methodology 1. Define 2. Initiate 3. Create 4. Own 5. Promote

13 Developing an International Vision for the 21 st century Inspired Corporate plan mission brand Measurable and realistic Turn the vision into reality

14 George W. Bush has been transformed into an American hero and visionary a chihuahua masquerading as a terrier. Rich Hall

15 Predicting and Responding to Trends in International Education John Molony Director International Development Macquarie University

16 Predicting and Responding to Trends Environment Scanning (Trend Spotting) Implementation Planning Cycle Analysis Planning

17 Environment Scanning In-country missions Partners and representatives Research, publications & conferences Government agencies AEI, Austrade, MoE, Dept of Immigration Student Surveying Industry Bodies AVCC, CANDIP

18 Reading the signs Intuition Counter-intuition Asian economic crisis Global economic downturn New world disorder??? Leadership offers experience at this stage

19 Reading the signs Taking time to analyse and plan Office structure space and staff Formal Meeting Schedule IO Executive 3 staff IO Planning Day All staff Unit Managers 12 staff Marketing Info Days Marketing + Unit Meetings Unit staff Cross Unit???? 4x1 day pa 3x2 days pa 3 x 1 day pa 3x1 day pa Weekly

20 Fitness to Respond First Who? Then What? Jim Collins Good to Great Strategy Strategy BOLD Tactics SHREWD Operations - CAUTIOUS Tactics Operations Professor Joe Bissada, INSEAD

21 Fitness to respond The leader GUIDES the Strategic planning rather than DRIVING it The leader ensures FIT across the range of activities and priorities If the leader has the right people on the bus they will drive strategic planning Buy-in & Ownership

22 Fitness to respond Mega-trend e-communications revolution The trend is obvious but what to do? Paradigm shift: online enquiry and application process electronic publications / communications outsourcing and collaboration consolidation of supply channels realign resources

23 Timeline Jun 98 Job interview mid 99 late Jan 02 Fitness to Respond Met with GGG Marketing meeting BOLD strategy BIG vision IO Planning Day E communications Outsourcing Collaboration Pubs & e-campaigns CAUTIOUS Ops Results Testing Buy in Synchronicity External partners

24 Jim Collins Good to Great, Random House, 2001 Michael Porter What is Strategy?, Harvard Business Review, Nov 1996 Joe Bissada Bissada Communications

25 Helping our People Achieve their Potential Joanne Barker Head, International Office Flinders University

26 A brief overview of the past how we got here No clear career path into international education administration Jobs didn t exist 20 years ago change in legislation enabled institutions to charge fees Expected to operate as businesses within organisations which traditionally haven t had a business-like approach

27 A brief overview of the past how we got here Concentration on outcomes but little attention to production capabilities. Few models within our universities with comparable roles sense of isolation within organisation. Firings will continue until morale improves.

28 Paying attention to the needs of the staff Introducing what Stephen Covey calls the P/PC balance P = production PC = production capability Concentration on outcomes (golden egg) but little attention to production capabilities (health and welfare of goose). Effectiveness = what is produced + the producing asset

29 Characteristics of an international education administrator Articulate communicator Has been a student Has a knowledge of how higher education works and the culture of the university Values are compatible with the academic values of the institution

30 The whole job concept Recognition of individuals their needs and wants Identifiable individual contact person for the applicant Take responsibility for the whole process Committed to every aspect, not just a part of process Develops regional knowledge, sense of ownership of particular applicant groups, interest and commitment to increasing productivity in each region

31 What does each team do? recruitment and marketing in region responding to inquiries applications processing coordination of programs for visitors from region - to ambassador level agent liaison and training contribution to web development for applicants from region follow-up with faculties on applications/credit transfer requests follow-up with individual applicants after offers made make recommendations about marketing activities in region

32 Caseload management approach Team 1 - SOUTH EAST ASIA (Singapore, Malaysia Thailand) Team 2 - NORTH ASIA (Hong Kong, China, Japan, Korea, Taiwan.) Team 3 - EUROPE AND AMERICAS (North America, South America, West Indies, Gulf States, Arab States, Turkey, Europe) Team 4 - SUB-CONTINENT, AFRICA, PACIFIC AND KEY AusAID REGIONS International Admissions Manager ensures equity in admissions matters and workload parity.

33 The future where are we going? Greater recognition of professionalism Integration of exchange and study abroad responsibilities into the caseload model Higher degrees in international education administration Staff have first-hand experience as international students Partnerships with foreign institutions expanded into administrative roles

34 END