Overview of Presentation

1. The Only Thing That Stays the Same:Change and its continuing impact on leadership and managementBill LovegroveVice-Chancellor & PresidentUniversity of Southern Queensland

2. Overview of Presentation • Changes in our system • What might it mean • More leadership versus management • Help from research • Relevance to Universities • Application to USQ

3. Looking Back • Best practice in management and leadership: • forged in the 1990s • predicted skills needed in current decade • Government’s agenda for market system • universities as enterprises • same pressures as business and industry

4. Recent Changes • Deregulation of system • Fees help • New competitors • Variable HECs • Fee-paying places • Teaching and Learning • LTPF • Research • RQF • International • ESOS act • Community Service • Possible new funding stream • AUQA • Administrative • HEIMS • ?

5. In the firing line!

6. What Does It Mean for Us? • Must be more flexible and adaptable • Old solutions less useful • Learning Organisations • Leadership a higher priority • At all levels • Finding Opportunities

7. Management is about: plans & budgets staffing & organising controlling & problem solving Management produces: order & predictability Leadership is about: establishing direction aligning people motivating & inspiring Leadership produces: useful change (Kotter 1990)

8. Drucker: ‘Age of Social Transformation’ (1994) • Post-industrial economy and globalisation as the backdrop • An emerging knowledge society characterised by: • discontinuous change • complexity • instability • unsustainability • Emerging operating environment creates new demands • Strong central control to “order the mess” – the wrong response • Move from systematic control to systematic inquiry • creating knowledge generating and transformative organisations

9. Old paradigm Organisation discipline Inflexible organisations Administration Poor communication Disempower and mistrust employees Enforce control Emerging paradigm Organisation learning Flexible organisations Leadership Open communication Empower and value employees Encourage creativity Enterprising Nation(‘Karpin Report’) (1995)

10. Organisational dimensions Customer orientation Entrepreneurship Functional skills Global orientation Management development Quality commitment ‘Soft (people) skills’ Strategic skills 1995 status expressed as % of level needed for 2010 best practice 50% 30% 75% 30% 40% 50% 30% 40% Karpin’s ‘gaps to be bridged’ to 2010 world best practice

11. Relevance to Universities

12. University Challenges : Karpin’s “gaps to be bridged” • Customer Orientation • Entrepreneurship • Functional Skills • Global Orientation • Management development • Quality commitment • “soft (people) skills” • Strategic skills

13. USQ’s Specific Challenges • Vision • Culture • Leadership • Flexibility • Learning organisation • Budgets and efficiency

14. Australia’s Leading Transnational Educator • Generating the vision • Ownership • Motivation • Guidance

15. Win Hearts and Minds!

16. Leadership Model • Culture which facilitates and recognises leadership and creativity at all levels • Process to a model • Getting the right people on the bus • Getting them in the right seats • Building teams • Allocating resources

17. Learning Organisation • Uneven practices • Learning from each other • Project Management • Evaluation • Taking a risk

18. Most Mistakes are reversible

19. Some less so!

20. Budgets and Efficiency • Knowing costs is fundamental • ABC • Models for service delivery • Using the information • Work force planning

21. Don’t lose sight of the details!

22. Final Word • Culture of Institution • Vision • Culture • Leadership • Flexibility • Learning organisation • Budgets and efficiency