Relevance, Challenge and Motivation: The ingredients of a novel managerial development program
Hart, Gail, Austen, Gaynor M., Cochrane, Tom G., Daniel, Robyn L., Thelander, Neil, & Tweedale, Robyn (2005) Relevance, Challenge and Motivation: The ingredients of a novel managerial development program. International Journal for Academic Development, 10(1), pp. 47-57.
The Division of Information and Academic Services (DIAS) is a large service division (over 400 staff) at Queensland University of Technology (QUT). In 2002 it supported a novel one-month rotation of roles by the three department directors. The rotation was conceived as an important professional development opportunity for each of the directors and by example, to other divisional staff. It was also designed to fast track a more collaborative culture across the Division and identify opportunities for improved services. The three-way nature of the exchange created a particular tension and a unique learning opportunity. Each director simultaneously played the role of novice manager, critical friend and reflective observer. The learning opportunity was relevant because it was contained within the one institutional culture. It was challenging because it demanded a shift in professional perspective, and motivating because it fostered a collegial working environment where change was welcomed, supported and reinforced. Overall, the directors and the staff viewed the rotation positively. Each director gained a better understanding of the operations the other departments either through direct engagement in a "host" department or by inclusion in three-way director debriefing sessions. The initiative was evaluated using a third party process to gather feedback from the staff involved. Some important opportunities for collaboration have been identified and implemented. All three directors have emerged from the experience feeling better able to seek and offer advice about management and organizational issues. There is greater empathy for the challenges inherent in each of the departments and a greater willingness and confidence to accept a divisional responsibility for complex cross-departmental projects. Increasingly, there is a collective and shared understanding of how to get things done across the organization. Most importantly, it suggests a novel model of academic development that has the potential for broader application.
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|Item Type:||Journal Article|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Quality Management (150313)
Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Innovation and Technology Management (150307)
|Divisions:||Current > QUT Faculties and Divisions > Division of Technology, Information and Learning Support|
|Copyright Owner:||Copyright 2005 Taylor & Francis|
|Copyright Statement:||First published in International Journal for Academic Development 10(1):pp. 47-57.|
|Deposited On:||30 Nov 2006|
|Last Modified:||01 Mar 2012 01:17|
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