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Merging university departments, schools
and faculties
Piers BrissendenSchool of Health Sciences
University of South Australia
Background
School Executive Officer, School of Health
Sciences, UniSA
In 2003 Schools of Physiotherapy/Podiatry,
Medical Radiation, Occupational Therapy,
Human Movement merged 75 academic staff, 18 General staff
Three buildings, two campuses
Background
Previous role as Manager, Environmental
Biology, University of Adelaide
In 1999 Departments of Botany and Zoology
at merged 40 academic staff, 16 general staff
Three buildings, one campus
Why merge?
Strength in numbers
Ever decreasing funding – the need to create
economies of scale
Information technology and communication methods
Changing teaching methods and an expansion of the
education world - globalisation
Development of a corporate culture to embrace and
lead change
Basic principles
Good leadership
Sound planning
Analysis of existing work practices
Clear direction and support from the top
Good communication
Implementation
Monitor and allow feedback
Where to start
Balance staff skills and abilities to meet needs of new structure
Administrative Technical
Academic support Infrastructure/Asset mgt
Financial Information Technology
Occupational Health and Safety
Teaching and research: various activities
Identify how things are done pre-merge
Challenges
Increased number of people
Geographical spread – across buildings and/or
campuses
Communication
Facilities and equipment management
Implementing effective systems to gain most from
resources
Ways of addressingthe challenges
Hold a forum Allows general staff to consider ways of responding
to the challenges Ask the question: Does the current structure provide
a good fit with the current needs and priorities for the new school or unit?
Hold a forum within the first six months of merging – not too early on
Involving HR personnel can be useful
Ask the questions
What is expected from general staff? Management of financial systems
Management of facilities & infrastructure
Management of IT
Support to teaching programs
Support to academics, timetabling, enrolments
Provision of a safe working environment
What else?
Ask the questions
This question could be addressed in two stages:
a) What are the benefits of the current arrangement?
eg. Issues of job satisfaction associated with pride in ones work and
specific responsibilities.
b) What is wrong with the current arrangements?
eg. The current system does not necessarily ensure accountability, quality
of outcomes, efficient and effective use of resources.
How should we best manage staff, facilities and finances in order to ensure the best use of our resources?
A team based approach Collective responsibilities Provides task back up Flexibility in use of staffConsider: What teams would be appropriate? Who would be in them (people can be in more than one
team)? How would teams be managed How would teams be resourced? Who would define team responsibilities? How would teams interact?
Format of the forum
Staff should be asked to bring with them three issues that need to be addressed in order for them to work better; the issues can relate to any aspect of their work
Allow four hours minimum with the first hour being lunch and a get to know you session
Facilitate discussion groups around specific categories
Discussion categories
Academic teaching support Research support Information Technology Health and Safety Communication Human Resources Field work and Laboratories OH&S
Follow up the outcomes
Create a list of issues that fall in each category
List likely methods of addressing them Allocate tasks to people or groups – begin
forming new work groups; redefine existing ones
Consider characteristics of effective teams
Characteristics of effective teams
After Robbins et al, 1997
Clear goals
Unified commitment
Good communicatio
n
Negotiating skills
Relevant skills
Mutual trust
Internal support
Appropriate leadership
External support
Effective teams
Introducing change
It is important to consider the following points: Skill variety and task significance, when combined
create meaningful work A degree of autonomy within jobs (at all levels) allows
an individual the feeling of responsibility Feedback enables the employee to know how he or
she is performing
When the above three factors are present the employee will show greater motivation, performance and satisfaction.
Do not underestimate the impact of workplace culture
Review systems and processes
After work groups have been identified Look at what admin and technical procedures
should be streamlined, modified or scrapped Allocate new work groups to focus on specific
processes such as: Asset management Purchasing OH&S IT support
Communication is the key
Develop new and revised processes
Communicate them to the new school
Staff intranet very effective
Regular staff meetings
Monitor and adjust as needed
Hold another forum after 12-18 months
Where my school is at 18 months after merging
Well defined work groups established
75% positions and roles finalised
70% performance plans established
Combined website well established
Staff intranet - improving every month
Conclusion
To meet the challenge of forming new work groups that are motivated, effective and happy a number of basic principles can be followed
The most important factor is to demonstrate a fair and transparent process
“Being happy leads to a tendency to embrace new activities, to play and perhaps to innovate”†
† Article: Handle with Care - Human Capital Magazine