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BUILDING PARTNERSHIP TRUST AND CREATING A SHARED VISION. THE UNIVERSITY OF SOUTH WALES STORY GRAHAM ROGERS DEPUTY VICE CHANCELLOR USW EX DEPUTY VICE CHANCELLOR UNIVERSITY OF WALES, NEWPORT. UNIVERSITY MERGERS. Complex Time consuming Difficult to reverse. MANAGING UNCERTAINTY. - PowerPoint PPT Presentation
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BUILDING PARTNERSHIP TRUSTAND
CREATING A SHARED VISION
THE UNIVERSITY OF SOUTH WALES STORY
GRAHAM ROGERSDEPUTY VICE CHANCELLOR USWEX DEPUTY VICE CHANCELLOR
UNIVERSITY OF WALES, NEWPORT
UNIVERSITY MERGERS
• Complex• Time consuming• Difficult to reverse
MANAGING UNCERTAINTYPe
rfor
man
ce
Time
Merger corridor of uncertainty
TENSION Forces Extending Uncertainty
Forces Reducing Uncertainty
CULTURAL DIFFERENCES
• The most commonly cited reason for mergers failing is the failure to reconcile cultural differences
ORGANISATIONAL CULTURE
• Is about the way people work• The social glue of shared values and beliefs• Is the “personality” of an organisation• Unique to an organisation
CULTURAL FIT
• Top Management relations and reporting relationships
• Decision making• Compatability of systems and processes• Employee engagement• Benefits and rewards
TOP MANAGEMENT RELATIONS
• CEO (Vice Chancellor)• Establish executive team early and meet
regularly• Each executive member responsible for a
Delivery Group:– Academic– Systems Integration– Finance, Legal and Governance– HR– Students / Student Union
DELIVERY GROUPS
• Equal representation• Task focussed• Open and transparent• Developed mutual understanding and started
to build trust• Potential for submerged tensions and covert
agendas
DECISION MAKING
Centre versus Devolved
• Differences inevitable• University type• Who is the “top management” team• Budget responsibility• Custom and practice• Personalities• Ownership
USW APPROACH• Timing key
– Merger in 11 April 2013– 2013/14 Academic Year largely fixed
• Structures– Started pre merger and cascaded development
• Appointments– Executive pre merger– Cascade process– Deans / Directors by Summer 2013– Faculty Structure September 2013– Administration May 2014
• Shared values and understanding– Externally facilitated process September 2013-ongoing
SYSTEMS AND PROCESSES
• Audit pre merger• Finance system – by 1 August 2013• Student Record System (SRS)
– Year 1 – Two systems operational– Year 2 – Integrated SRS– Years 3 and 4 – SRS integrated with other
systems
SHARED VISION
• Pre merger– Business Case
• Post merger– Process of establishing and shared vision one of
the tools to engage staff and facilitate partnership working
– Develop strategic plan
SHARED VISIONDeveloping a USW Vision and Mission
• Engaged all staff– Focus groups– Forums– Meetings / debates
• Engaged stakeholders– Students– Community– Employers– Politicians etc
Took 9 months – launched March 2014
NEXT STEP
• Enabling strategies• 2020 Academic Portfolio• High Performance University• Systems and Processes
“NORMAL BUSINESS”
THANK YOU
GRAHAM ROGERS(SSA)