Leading and Managing in a University

This subject is not offered in 2014.

120 hours. Attendance at all classes (tutorial/seminars/practical classes/lectures/labs) is obligatory. Failure to attend 80% of classes will normally result in failure in the subject.

For the purposes of considering request for Reasonable Adjustments under the Disability Standards for Education (Cwth 2005), and Students Experiencing Academic Disadvantage Policy, academic requirements for this subject are articulated in the Subject Overview, Objectives, Assessment and Generic Skills sections of this entry.

It is University policy to take all reasonable steps to minimise the impact of disability upon academic study, and reasonable adjustments will be made to enhance a student's participation in the University's programs. Students who feel their disability may impact on meeting the requirements of this subject are encouraged to discuss this matter with a Faculty Student Adviser and the Disability Liaison Unit: http://www.services.unimelb.edu.au/disability/

This subject introduces some major theoretical approaches to leading and managing in complex and changing workplaces. The subject will focus on the university as a workplace where managers play various roles in different institutional domains, characterised by the university’s mission, administrative systems, multi-professional staffing, and resource requirements as a corporate entity.

At the completion of the subject, participants will be able to:

• identify and apply different roles and styles of leading and managing;
• appreciate leadership dilemmas and understand processes for managing in complex and ambiguous work environments
• identify and describe key elements of strategy, planning and change management in complex enterprises.

• A 4000-word written assignment due end of semester, 100%

Hurdle task: A 15 minute class presentation during the semester (equivalent to 1000 words) reviewing one or two pre-selected texts from the reading list.

Ramsden, P. (1998). Learning to Lead in Higher Education. Routledge, London. Chapter 2: ‘The Leadership Challenge in the Contemporary Context of Higher Education’ 12-37

Sharrock, G. (2012). ‘Four management agendas for Australian universities’. Journal of Higher Education Policy and Management. Vol. 34, No. 3, June 2012, 323–337

This subject is not available as a breadth subject.

On completing this subject, participants should be able to:

• critically evaluate theories and principles of leading and managing and apply these in specific contexts;
• interpret university policies and strategies;
• reflect critically on the effectiveness of their own and others’ practices;
• construct an argument from available evidence;
• work effectively as a team member.