Upload
apiatan-aguirre
View
23
Download
1
Embed Size (px)
DESCRIPTION
New Academics Programme for staff in the Faculty of Humanities 2008-09. Timetable 17 Sept & 8 Oct 2008. 9.30Induction to HNAP and the 2015 agenda 9.30Welcome and introduction to the programme (Kersti B örjars ) 10.30Introduction to the University’s 2015 agenda (Stuart Turley) - PowerPoint PPT Presentation
Citation preview
New Academics Programme
for staff in the Faculty of Humanities
2008-09
9.30 Induction to HNAP and the 2015 agenda
9.30 Welcome and introduction to the programme
(Kersti Börjars)
10.30 Introduction to the University’s 2015 agenda
(Stuart Turley)
11.00 Coffee
Timetable 17 Sept & 8 Oct 2008
11.15 The University of Manchester in an international and national context
11.15 Discussion of participants’ views on international comparators
11.45 The University of Manchester in an international perspective
12.15 The University of Manchester in a national perspective
12.45 Summing up
1.00 Lunch
Timetable 17 Sept & 8 Oct 2008
2.00 Career development planning2.00 What is an academic career?
2.45 The probation policy
3.15 Tea3.30 Group discussion of CVs provided
4.15 Discussion of career progression
in the light of CVs
4.45 Conclusions and summing up
Timetable 17 Sept & 8 Oct 2008
Wednesday 8 October
12.00 Discussion of 2015 agenda
Professor Alistair Ulph, Dean of FoH
(Lunch will be provided and the session will finish
at 2.00)
Timetable 17 Sept & 8 Oct 2008
Participants – who this programme is for
People responsible for the programme Brenda Dakers Kersti Börjars, Professor of Linguistics, LLC Stuart Turley, Professor of Accounting and
Finance, MBS
Induction: people
Coverage of units
Nature of material
Delivery – School, Faculty, University
Link to regular academic activities
Induction: structure of programme
Participation, progress and scheduling
Exemptions
Assessment
Forms and records
Completion
Link to requirements for probationary appointments
Recognition by Higher Education Academy
Induction: structure of programme
Mentor School or discipline specific events School co-ordinator; individual with
responsibility for staff development Head of School; discipline head
Induction: School responsibilities
Staff Training and Development Unit programme of courses
http://www.staffnet.manchester.ac.uk/employment/training/
External events / subject centres
Induction: additional training opportunities
Introduction to the mission of the University – Manchester 2015
Some background: Why Manchester 2015? Relevance for individual academic Linked to ideas of accountability and
planning – annual stock take Content:
Mission… Values
Vision…
Goals, strategies, performance indicators
Introduction to 2015 Agenda
Mission
To make The University of Manchester, already an internationally distinguished centre of research, innovation, learning and scholarly inquiry, one of the leading universities in the world by 2015.
Values: A scholarly community .. committed to
open, disciplined, rational inquiry The highest standards of ethics and
conduct Equity of access Moral responsibility of all to contribute
to … the advancement of human wellbeing
Academic freedom A safe, rewarding, environmentally
sustainable workplace
Vision: A People-centred institution An Innovative institution A Learning institution A Liberal institution An International institution An Inclusive institution An Engaging institution A Manchester institution
Goals, Strategies and Performance Indicators
Goal 1 - High International StandingGoal 2 - World-Class ResearchGoal 3 - Exemplary Knowledge and
Technology TransferGoal 4 - Excellent Teaching and LearningGoal 5 - Widening ParticipationGoal 6 - Empowering CollegialityGoal 7 - Efficient, Effective ManagementGoal 8 - Internationally Competitive
ResourcesGoal 9 - More Effective Community Service
Criticisms: Too corporate Constraining Is the content appropriate? Debate over strategies and measuresvs Benefits: Statement of ambition Importance of explicit goals and
direction Creating opportunities for
achievement
Questions to discuss: What purpose does a wide ranging/ 10
year approach serve for a University such as Manchester?
(How) does the existence of Manchester 2015 affect your role as an individual member of staff?
Are there any issues or areas of concern that arise from Manchester’s goals and strategies?
Feedback in 15 minutes
Summary points Be aware of University mission and
goals This is relevant context for individual
roles, responsibilities and aspirations Affects what should expect from
University as your employer Affects expectations of members of
staff Context not checklistFaculty strategy and plans – meeting with
the Dean, Alistair Ulph, 8th October.
The University of Manchesterin an international and national context:
international
a) internationally, which Universities would be comparator institutions for your (sub-) disciplines?
b) What is it about these institutions that makes them suitable to compare yourselves with?
c) How are their University-internal or -external circumstances different, for instance with respect to funding, terms of employment or facilities?
The University of ManchesterIn an international and national perspective
Approaches to being international European policy issues International individuals League tables
The University of ManchesterIn an international and national perspective
1. Approaches to being international Overseas campus – e.g. The University of Nottingham,
Ningbo
Strategic partnerships – e.g. Wharton/INSEAD
Exchange and visiting schemes – e.g. Erasmus, Junior Year Abroad
International validations – e.g. Moscow School, KAPC
On-line and distance learning – e.g. MBS Worldwide
International recruitment
The University of ManchesterIn an international and national perspective
The University of ManchesterIn an international and national perspective
Being international
Research Student
Individual
InstitutionPartnerships
?
Campus
Exchange
Distance
Recruitment
??? PGR
The University of ManchesterIn an international and national perspective
2. European policy issues
ECTS points (and UK equivalence)/ EQF
Erasmus – students and programmes
Bologna process
The University of ManchesterIn an international and national perspective
3. International individuals
International staff population
Importance (and meaning) of an international reputation
RAE criteria and international quality:
4* world leading - originality, significance and rigour
3* internationally excellent
2* recognised internationally
Loyalty to discipline and institution
Publication and other means of visibility
Participation in international networks
Difficulties and strategies/tactics
The University of ManchesterIn an international and national perspective
do understand your discipline & its networks & collaboration
do make yourself visible – web / participation do choose your venues don’t spread yourself too thin don’t get locked into a paradigm
Individual reputation - some do’s and don’ts
The University of ManchesterIn an international and national perspective
4. League tables National and international
Love them or loathe them……they are used!
Discipline and institution
Examples/ criteria
Times/ Sunday Times/ Guardian/ Telegraph
Shanghai Jiao Tong (http://ed.sjtu.edu.cn/ranking.htm)
Pick an index
The University of ManchesterIn an international and national perspective
Criteria Indicator Code WeightQuality of Education Alumni of an institution winning Nobel
Prizes and Fields Medals Alumni 10%Quality of Faculty Staff of an institution winning Nobel Prizes and
Fields Medals Award 20%Highly cited researchers in 21 broad subject categories
HiCi 20%Research Output Articles published in Nature and Science*
N&S 20%Articles in Science Citation Index-expanded, Social Science
Citation Index, and Arts & Humanities Citation Index SCI20%
Size of Institution Academic performance with respect to the size of an institution Size 10%
Total 100%
Jiao Tong – academic ranking of world universities
Criteria Indicator Code Weight
Quality of Education
Alumni of an institution winning Nobel Prizes and Fields Medals
Alumni 10%
Quality of Faculty
Staff of an institution winning Nobel Prizes and Fields Medals
Award 20%
Highly cited researchers in 21 broad subject categories HiCi 20%
Research Output
Articles published in Nature and Science* N&S 20%
Articles in Science Citation Index-expanded, Social Science Citation Index, and Arts & Humanities Citation Index
SCI 20%
Size of Institution
Academic performance with respect to the size of an institution
Size 10%
Total 100%
The University of Manchesterin an international and national context:
national
The British University system:
a bit of history
• 12th-13th c. Oxford & Cambridge founded
• 1824 Manchester Mechanics Institute
• 1832 University of Durham founded
• 1836 University of London founded
• 1851 Owens College founded
The University of ManchesterIn an international and national perspective
Groups of Universities:• The Russell Group• The 1994 Group• Campaign for Mainstream Universities• The University Alliance
The University of ManchesterIn an international and national perspective
• Russell Group‘to promote the interests of Universities in which teaching and learning are undertaken within a culture of research excellence, and to identify and disseminate new thinking and ideas about the organisation and management of such institutions.’
University of Birmingham University of Bristol University of CambridgeCardiff University University of Edinburgh University of GlasgowImperial College London King's College London University of LeedsUniversity of Liverpool London School of Economics & Political ScienceUniversity of Manchester Newcastle University University of NottinghamQueen's University Belfast University of Oxford University of SheffieldUniversity of Southampton University College LondonUniversity of Warwick
The University of ManchesterIn an international and national perspective
• each university autonomous• universities not directly run by government• HEFCE between government and universities• strong perception of quality differences between
Universities• no private universities
The University of ManchesterIn an international and national perspective
• HEFCE• Funding
– research: QR income (RAE and PhD numbers)– teaching: student numbers
• Quality assurance• Research Councils (AHRC, ESRC, NERC, EPSRC,
BBRC, MRC, PPARC)
The University of ManchesterIn an international and national perspective
The RAE• evaluates research• basis for distributing HEFCE’s research resources• importance for reputation, league tables etc• 1989, 1992, 1996, 2001, 2008, …
REF
The University of ManchesterIn an international and national perspective
For more information, see:Universities UK
www.universitiesuk.ac.uk/faqs/
Higher Education Funding Council for Englandwww.hefce.ac.uk
Higher Education Research Opportunity www.hero.ac.uk (click ‘inside HE’)
The University of ManchesterIn an international and national perspective
Career Development Planning
How did you end up pursuing an academic career?
Did you ever seriously consider an alternative career? Or did you in fact enter academic life from another career?
What were the factors which played a particular role in the decision? What have been the biggest influences on your career direction and development?
Career development planning
Probation Policy
What is probation for?
• For the probationer
• For the University
What is expected of a probationer?
How long is the probation period?
What can a probationer expect?
• Clear statement of expectations
• ‘Opportunity and academic freedom to follow lines of research and scholarship using their own professional judgement’
• Appropriate resource
• Support and guidance
Career development planning
Probation Policy
For probation (and promotion) four areas of activity are considered:
a) Research activity and achievement
b) Teaching and learning
c) Academic enterprise and knowledge transfer
d) Service and leadership
Is it clear what types of activity fall within each area?
For each area a candidate’s achievement is described as ‘normal for Lecturer B’, ‘presumptive for promotion’ or ‘excellent’. Are these distinctions reasonably clear?
Career development planning
With respect to the CV you have been asked to look at, consider the following questions:
1) is there any one of the four areas for which this CV is weak?
2) what would be the obvious thing to do to strengthen the CV?
3) is there anything on the CV for which you think it would be better if it was not there, or anything you think there should be less of?
4) how does this CV correspond to what you would hope to have achieved in, say, seven years from now?
Career development planning
Summary: Principle of self-managed career Recognition of organisational setting Expectations of University Expectations of staff Professional and personal qualities Resources (mentors, fellow NAP, colleagues)
Career development planning