Sharing Good Practice Among Faculties - Case Studies

Sharing Good Practice Among Faculties

Case study 1:

As part of the informal leadership culture being promoted in the Faculty of Business and Economics, the Dean's Strategy Group (DSG) and the Faculty Executive Committee have been combined into a single committee. The two committees had overlapping responsibilities and membership.

The DSG was a small group that met each fortnight and the Faculty Executive was a rather large committee that met every 4 to 6 weeks and followed a formal agenda. It was unclear where the faculty strategy was or should be discussed and the reporting lines between the two committees and to other faculty committees were blurred. The gap of 4-6 weeks between meetings meant that some issues would arise and were resolved between Executive meetings. A new small Faculty Executive now meets fortnightly to make more efficient and timely decisions, following a more issues-based agenda. This innovation has resulted in better, more direct communications between senior managers and more effective decision-making.

Case study 2:

A monthly meeting has been instituted where all heads, assistant heads and school managers in the Faculty of Information Technology convene to discuss heads' business (such as policies and procedures), share good ideas and develop a uniform best practice approach. This arrangement works very well for the Faculty and could be a good model for clusters.