PLANNING

The realization of change requires thoughtful analysis and preparation. Such planning allows the program and faculty to accomplish purposeful goals. The following practices describe how some accounting administrators seek purposeful change in accomplishing program goals.

Hold periodic joint planning and goal-setting meeting with each faculty member.

Mutually agree on what is expected in the areas of teaching, creative work, and citizenship. Periodically, hold a meeting to evaluate progress on mutually agreed upon goals and expectations. Allow adequate time in these meetings (about an hour) to get beyond "window dressing and platitudes" (see planning model below).

Mutual planning gives everyone a shared vision and provides a constructive framework to guide individual, shared, and overall goals.

Have a faculty planning retreat every year.

Some conditions which have been cited as contributing to the success of retreats are as follows:

• Locating the retreat in an informal and relaxing atmosphere, which is physically removed from the daily office.
• Using constructive activities that may or may not directly apply to what the participants feel are the immediate plans to be made (used for building common ground)
• Identifying the specific problems that need to be addressed and hopefully resolved during the retreat.

Furthermore, some departments have benefitted by holding the retreats over at least a two day period, and/or having the retreats facilitated by someone outside the department.

Recognize accreditation, curriculum, resources, and hiring needs as key driving forces for planning within a department.

Major phases of planning should involve some key questions about the situation and the strategy:

Situation Analysis

- What if?
- How can we avoid or prevent?
- Who are we?
- Where are we?
- Where are we headed?
- What do we want to accomplish?

Strategy

- How do we get there?
- What will it take?
- Do we need more resources?
- What fund raising can be used?

Match faculty research interests with teaching assignments.

When planning the curriculum for the next year, make sure you know the research interests of each faculty member. Faculty and students benefit from having faculty teaching in areas where the faculty possess expertise and interest. Obviously, this observation indicates that faculty should be assigned, wherever possible, to courses most related to their scholarly interests.

Establish advisory committees.

Advisory committees can be invaluable in providing a fresh outside perspective. Additionally, they can dramatically enhance the amount (and the effectiveness) of communication with employers, alumni, and students. These constituents can use their participation in advisory groups to help the department maintain their focus on the needs of interested stakeholders. These groups can provide timely feedback on the quality of our service. Additionally, larger departments may want to create an advisory group, consisting of selected representative faculty, which can assist the chair in identifying and effectively addressing issues that arise within the department.

Include staff and students in planning.

Some departments have productively included staff and students in planning. They can be central players in setting the "tone" of the department.

Leadership Practices	Organization and Structure
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