Online Training

New Programming!

Gain in-depth knowledge and prepare for the fall semester with hands-on, intensive workshops for department chairs:

Program Assessment and Curriculum Review
June 14, 2012
12:00 p.m. to 2:30 p.m. EDT

The Highly Effective Department Chair
June 21, 2012
12:00 p.m. to 2:30 p.m. EDT

Learn More!

BOOKS

FERPA Clear and Simple: The College Professional’s Guide to Compliance

Family Educational Rights and Privacy Act (FERPA) compliance has always been challenging due to complex regulatory language and exposure to risk. However, institutions that do not comply are in jeopardy of losing federal funding. Accessible and user-friendly, FERPA Clear and Simple clarifies the regulations and provides a ready reference for compliance and problem solving. This need-to-have guide offers critical and relevant material (including the 2008 Amendments) from a new perspective to help staff in student affairs, academic departments, and administrative support positions understand and comply with FERPA guidelines.

BUY NOW!

See More Books

JOURNAL

This quarterly periodical for department chairs and deans features practical advice, useful information, and up-to-date resources. Its applications, techniques, case studies, strategies, and guidance are directly relevant to today's academic leaders.

SUBSCRIBE!

E-NEWSLETTER

WHAT'S THE DEAN THINKING?

10/18/2011 12:00 AM

Approaching the Dean

From The Department Chair Insider, October 2011 – Vol. 2

Approaching the Dean: The How and When

If you are a new chair or if you have a new dean, you will have to learn how you might bring your ideas, concerns, or needs to the dean’s attention. Is the dean a highly structured person who wants all meetings booked ahead of time with topics listed? Does the dean use email heavily and in place of meetings? Or, is the dean comfortable with drop-bys? Is an invitation to lunch or to an after-work gathering a good approach? Knowing the dean’s preferences can affect the initial aspects of meeting. In some instances one can assess the dean’s response to an idea by mentioning it to one or more associate deans or others who frequently meet with the dean. In this way the idea is introduced where there are no expectations or self-interest on the part of the messenger. And, if the idea is a good one, the dean may broach the subject him or herself. Finally, remember that timing is everything. When you ask or suggest can be critical. To avoid missteps in timing, get to know the dean’s “people” well. This means the dean’s assistants and clerical staff. For example, if you stop by to talk about something you might need advice or support for, ask his secretary how the dean is doing that day. The response may be that all was fine until of the chair of unnatural sciences showed up and they launched into a thirty-minute shouting match. Alternatively, you might learn that the dean is frantically preparing for the budget hearing later that day. These would be times to pass on visiting and to save your conversation for another day.

—N. Douglas Lees is associate dean for planning and finance at Indiana University&endash;Purdue University Indianapolis.