Q. What are the benefits of self-reflection for chairs?
Read More.
|
The Value of Understanding Your Department's Heritage
Read More.
|
Q. What do chairs need to know from their college and department controllers?
Read More.
|
Q. Leaving your legacy—Did you make a difference?
Read More.
|
|
|
Creating Positive Relationships with Faculty: Builders
Read More.
|
|
|
Q. What can chairs do to develop a shared value of teaching in their departments?
Read More.
|
Q. Which projects or initiatives should chairs choose for their departments?
Read More.
|
Q. What are some strategies for chairs to effectively manage conflict?
Read More.
|
Q. What should chairs remember when initiating change?
Read More.
|
High on Your Job Description: Morale Officer
Read More.
|
Q. How should new chairs establish a working relationship with the dean?
Read More.
|
Q. What should be a chair's first step when confronted with a problem faculty member?
Read More.
|
|
|
Tips for New Department Chairs, Part II
Read More.
|
Q. What are some strategies chairs can employ to energize senior faculty?
Read More.
|
Q. How can chairs manage personal agendas?
Read More.
|
Q. Which question do chairs ask you the most?
Read More.
|
|
|
|
|
Guiding Faculty Through the Promotion and Tenure Process
Read More.
|
Q. What kind of access do chairs have to institutional datasets?
Read More.
|
When Dealing with People, Good Communication Is Crucial
Read More.
|
|
|
Q. What have the U.S. courts ruled relative to the use of collegiality in personnel decisions?
Read More.
|
|
|
|
|
Q. How can chairs improve faculty morale?
Read More.
|
Q. What is the hardest part about being a chair?
Read More.
|
Q. How can chairs best handle student complaints?
Read More.
|
|
|
Q. How can chairs get new faculty and senior faculty to work together?
Read More.
|
|
|
Q. What should chairs consider when managing up and out?
Read More.
|
Q. Whose advocate am I: The dean's or the faculty's?
Read More.
|
Q. What characteristics do some of the best administrators possess?
Read More.
|
Q. What should a chair know and expect when dealing with the media?
Read More.
|
|
|
Q. How can chairs conduct effective performance counseling?
Read More.
|
Q. How can chairs empower their faculty?
Read More.
|
Q. What are some ways that chairs can approach course scheduling?
Read More.
|
Q. How can chairs and deans build an effective working relationship?
Read More.
|
Q. How can chairs establish their leadership credibility?
Read More.
|
Q. Are there techniques chairs can employ to make the faculty review process easier?
Read More.
|
Q. How can chairs make the most of their dean’s time?
Read More.
|
Q. What must chairs keep in mind when setting precedents?
Read More.
|
Q. What is the chair's role in post-tenure review?
Read More.
|
Q. In a previous edition of The Department Chair Insider, a reader submitted a question about how to handle a staff member whose personality conflicts strongly with the department’s overall personality as well as the chair’s. But how might chairs handle the situation differently if the personality conflict involved a faculty member?
Read More.
|
|
|
Q. Can deans facilitate chair professional development?
Read More.
|
Q. How difficult is it to add collegiality to promotion and tenure criteria?
Read More.
|
Q. Can collegiality be measured during a job interview?
Read More.
|
|
|
|
|
|
|
Q. Should chairs develop a relationship with human resources?
Read More.
|
|
|
Dealing with Stress and Turbulence: A Lesson from Pilots and Trees
Read More.
|
Q. What are some options for chairs to continue their teaching and research activities?
Read More.
|
|
|
Q. What does it mean to be an effective leader?
Read More.
|
|
|
Q. How do you deal with a staff personality that is contrary to the department’s overall personality as well as yours—in a time with severe budget cuts so that it would be difficult to even hire a “warm body” in their place?
Read More.
|
Q. What do deans appreciate from their chairs?
Read More.
|
|
|
Q. What does trust mean and what can I do to establish or maintain a climate of trust in my department?
Read More.
|
|
|
Q. What should chairs do when the faculty and the dean are on opposing sides of an issue?
Read More.
|
Bryant’s Eighteen Laws of Academic Administration
Read More.
|
Q. How should chairs deal with criticism?
Read More.
|
|
|
Strategies for Tough Conversations with the Dean
Read More.
|
Q. What is the value of an administrative portfolio?
Read More.
|
Q. What is the most surprising thing that new chairs learn about the job?
Read More.
|
Ten Things the Dean Doesn't Want to Hear from (or About) the Chair
Read More.
|
Q. How can chairs meet the increased expectations of their position?
Read More.
|
Q. How much information should chairs share with the dean?
Read More.
|
Q. How can chairs recruit a diverse faculty?
Read More.
|
Q. What should a dean do when a faculty member end-runs the chair and brings a complaint directly to the dean?
Read More.
|
Q. How can chairs meaningfully engage their adjunct faculty?
Read More.
|
Q. How is the dean’s world different from the chair’s world?
Read More.
|
Q. Is there symbolism in meeting management?
Read More.
|
Q. What is one simple way to improve the relationship between chairs and deans?
Read More.
|
Q. What would the dean like to see a chair do when resources are limited?
Read More.
|
Q. Are there strategies chairs can use to handle budget cuts?
Read More.
|
Q. What should a chair know about working with the dean?
Read More.
|
