ORGANIZATION AND STRUCTURE

The organization and structure of the department may have an impact on the effectiveness of the accounting administrator. The following practices describe how some administrators seek methods that simplify and facilitate plan implementation.

Ask committees to keep a permanent log.

These logs will serve as an institutional memory and as an aid for incoming committee chairs and members. The log, in addition to interim and annual written reports, could be kept in a shared electronic file.

Establish a department steering or executive committee.

This group may consist of two or three faculty who advise the chair on matters of concern. The more diverse the committee is in gender, race, interests, and opinions, the better. This committee is particularly helpful when dealing with delicate problems, because it provides multiple solutions and gives the chair a clearer rationale and base of support for decisions. The committee can also help the chair by submitting issues to the department for a vote. An executive committee consisting of committee chairs may be useful. Even though department chairs may chair one or more of these committees, including the executive committee, they may also be listed as ex officio members of each committee. Subcommittees may be assigned specific activities to accomplish.

Most business conducted by the department should fit under one of these committees. Thus a faculty development committee, for example, would take care of a variety of activities related to faculty members, which could include:

• recommending faculty for university and professional awards.
• coordinating a teaching peer review program; promoting professional development leaves.
• assisting faculty (on request) who are submitting articles and books for publication.
• maintaining lists of potential faculty.
• coordinating faculty recruitment.
• reviewing faculty who are being considered for promotion or retention.
• reviewing faculty plans and assisting with revision, as needed.
• evaluating faculty productivity reports.
• coordinating library resources, journal subscriptions, and similar needs.

All of these tasks in one way or another involve faculty development. Many tasks are best handled by short-term, ad-hoc committee assignments rather than standing committees. This approach mitigates the "life sentence" aspects of committee work.

Create an administrative staff structure.

As in the case of faculty committee structures, it is useful to decide as a department what an ideal staff structure would look like, and then adjust present structures to become as close as possible to the ideal structure. Chairs come and go, so the choice of staff structure and the choice of staff personalities should be departmental decisions, since they have long-term consequences.

Hire a first-class secretary and/or administrative assistant.

For large departments this may be a full-time person; for smaller departments it may be a part-time graduate assistant. All routine work can be directly delegated to this person. Chairpersons should overcome any resistance that they may have to delegating work. Delegation of routine and simple tasks will likely increase the overall effectiveness of a chairperson. However, if such delegation occurs, it is important to consider its impact upon your secretary or assistant. If their job becomes overloaded with mundane and boring tasks, their effectiveness may decline. Accordingly, including them in some of the more interesting and challenging projects can keep them actively engaged and interested. The most important relationship that you may have is the one that you develop with your secretary and/or assistant.

Get a handle on office management problems by learning how to manage your time.

If you have to wait somewhere, consider it a gift of time to relax, plan, or do something you would not otherwise have done. Plan first thing in the morning and set priorities for the day. Keep a list of specific items to be done each day, arrange them in priority order, and then do your best to get the important ones done as soon as possible.

Develop rapport with and utilize the middle-management people in the administration offices.

This is one of the most effective things you can do to manage the department. These people can help with personnel problems and budget-related issues. Asking for their ideas and suggestions on these topics can greatly facilitate the budgeting process and help work through department personnel issues.

Have a financial administrative assistant.

This person might be a part-time employee or a department secretary. The person could handle department finances, reconcile the financial services monthly report, and serve as a liaison with the dean's office and the university administration.

Use committees, which can be more effective than personal influence, in building cohesion and consensus.

These committees can be helpful if faculty members are particularly divisive and difficult to manage. These committees can still be provided with strong, focused direction and clear expectations and deadlines. Select committee members carefully, involving faculty who have a high interest in the topic or a stake in the issue. Anticipate the possibility of conflict. It is a natural result of faculty working together. If differing opinions are given a fair hearing and people are treated with respect, conflict could be used productively.

Have associate chairs or administrative assistants take some of the administrative duties.

In one department, the executive secretary takes care of the budget; a second full-time secretary takes care of the word processing, including scientific papers, examinations, and some correspondence; and a third person takes care of catalog changes, equipment inventory, student contracts, and related routine procedures. This assistance allows the chair time to teach a normal load and conduct research.

Planning	Coordination andCommunication
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