section two: leadership and management of the postgraduate program
- leadership and management of the program
- membership of the program committee
- how and how well, the program leaders guide, steer, develop and lead the program
- how senior leaders: develop and reach the program vision and values; promote a culture that emphasizes academic quality; promote an environment that fosters, requires and results in ethical behaviour and high academic standards; create a sustainable faculty; create and sustain an environment for organizational performance, program improvement and student and staff learning; develop future leaders for the program; encourage frank, multi-directional communication; take an active role in reward and recognition of high standards of performance; create a focus on actions to accomplish the program’s objectives; improve academic performance
- how does the program leadership promote a safe, secure and supportive environment?
- how does the program leadership identify key factors that affect workforce engagement and satisfaction, and foster and measure a culture conducive to high standards of academic performance and a motivated workforce?
- how does the leadership promote cooperation, effective communication and sharing of skills and information at all levels?
- how does the program leadership promote innovativeness in the work environment, and draw on the benefits of diverse ideas, cultures and thinking?
- how does the program leadership promote a climate of change and sustainable development?
- staff professional development and maximization: breadth, needs-driven, depth, uptake and impact
- how is communication handled within and beyond the program, and its effectiveness in supporting high standards of academic performance?
- how frank and open is the communication?
- how are staff informed of decisions, changes and developments?
- what are the duties and roles of the faculty administrative officers?
- how are decisions reached?
- how are agendas for meetings set and communicated?
- which meetings are minuted?
- information systems for program monitoring, review and development
- how is information used to improve the program, the performance of students and staff and the processes of the program administration?
- how are priorities for development identified and derived from monitoring and review, and how are these communicated to, and shared with staff?
- relationships to other programs
- how are workloads decided and allocated?
- do all staff know what the workloads are?
- are workloads spread evenly and equitably?
- external review and quality assurance
- performance appraisal of staff on the program
- what student involvement is there in management and on committees and forums for the program?
- what provisions are there for the long-range planning of the program?
- current strengths and weaknesses
- future directions
- key challenges and prospects
- key opportunities
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