04. Faculty of Social & It is not (yet?) destroyed by economic rationalism and new Listen and the contribution of experienced dedicated staff ( both Behavioural Sciences managerialism academic and general) Recent changes to administrative and financial It has a coherence of location and focus that other SA universities lack accountability structures devalue the talent and trustworthiness of staff which COULD become its strength. It could position itself in SA as the university with PERSONALISED tuition and student experience. 04. Faculty of Social & 1. Commitment to a shared strategy for development 1. Local staff workload scheme should reflect the stated expectations Behavioural Sciences 2. commitment to raising teaching quality of the University 2. more tailor-made assistance on career 3. beautiful campus (not too shallow for you?) development 3. more communication on policy development and implementation that grows out of strategic plans/vision, etc 04. Faculty of Social & Dedicated academics, location and ground maintenance, development Communication between Faculty/School, consultation between Behavioural Sciences of systems/software Faculty/School, meetings between Faculty/School 04. Faculty of Social & varied student body Stop the current trend toward increased middle-management and Behavioural Sciences dedicated staff administrative staff - it is leading to duplication of tasks. In the past year administrative procedures have become cumbersome, and lead to delays in academic innovation. 04. Faculty of Social & Family friendly Make lower level general staff feel more valued by not waiting to Behavioural Sciences Workplace is relaxed and enjoyable (generally - not all depts) implement changes until sr appts are made. This leaves general staff 'hanging', not knowing what's going on and feeling of MUCH less value than sr staff. More focus should be put on 'managing people' skills when making appts; i.e., many people 'inherit' staff when they are promoted because of their research, and many of these people have no clue how to handle people. This can make the workplace miserable for the lower level staff. When promoting someone to a position where they will be supervising their peers, check how their peers feel about them. They may be good on paper, and they may interview well. That doesn't mean they're good people managers; nor does it mean they have the vision to improve processes.
04. Faculty of Social & Behavioural Sciences It is not (yet?) destroyed by economic rationalism and new managerialism It has a coherence of location and focus that other SA universities lack which COULD become its strength. It could position itself in SA as the university with PERSONALISED tuition and student experience. Listen and the contribution of experienced dedicated staff ( both academic and general) Recent changes to administrative and financial accountability structures devalue the talent and trustworthiness of staff 04. Faculty of Social & Behavioural Sciences 1. Commitment to a shared strategy for development 2. commitment to raising teaching quality 3. beautiful campus (not too shallow for you?) 1. Local staff workload scheme should reflect the stated expectations of the University 2. more tailor-made assistance on career development 3. more communication on policy development and implementation that grows out of strategic plans/vision, etc 04. Faculty of Social & Behavioural Sciences Dedicated academics, location and ground maintenance, development of systems/software Communication between Faculty/School, consultation between Faculty/School, meetings between Faculty/School 04. Faculty of Social & Behavioural Sciences varied student body dedicated staff Stop the current trend toward increased middle-management and administrative staff - it is leading to duplication of tasks. In the past year administrative procedures have become cumbersome, and lead to delays in academic innovation. 04. Faculty of Social & Behavioural Sciences Family friendly Workplace is relaxed and enjoyable (generally - not all depts) Make lower level general staff feel more valued by not waiting to implement changes until sr appts are made. This leaves general staff 'hanging', not knowing what's going on and feeling of MUCH less value than sr staff. More focus should be put on 'managing people' skills when making appts; i.e., many people 'inherit' staff when they are promoted because of their research, and many of these people have no clue how to handle people. This can make the workplace miserable for the lower level staff. When promoting someone to a position where they will be supervising their peers, check how their peers feel about them. They may be good on paper, and they may interview well. That doesn't mean they're good people managers; nor does it mean they have the vision to improve processes.
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