By Paul Temple
The quality of the management or, if you wish, leadership of university academic departments has been a cause for concern – from both ends of the hierarchy – for as long as anyone in the system can remember. In my usual guide to finding out what people were thinking the day before yesterday about university operations – Lockwood and Davies’s 1985 Universities: The Management Challenge – John Davies remarks that heads of academic departments are “middlemen [sic] in a complicated communications network…[with] enormous intellectual, emotional and physical demands in this difficult position… the role is a target for others’ frustrations” (74). I think this nicely sums up what we still find today.
It’s fairly clear that these difficulties arise in large measure because academics in these roles find themselves doing mid-career management jobs with, at best, limited prior experience. Up until that point in their careers, they have concentrated on being good historians, physicists or whatever; whereas their equivalents in most other organisations will have done several more junior management jobs and will perhaps have worked closely with people at or near the top of their organisation, in the process learning tacitly what good management looks and feels like. (Obviously, it doesn’t always work out like that, the world not being perfect.) Continue reading