Uses of management control and performance measurement systems by Deans and Heads in Australian universities: their effects on research, teaching and networking capabilities

Invoking a resource-based view (RBV), this study investigates relationships between management control systems (MCSs) use, including information use from performance measurement systems (PMSs), and organisational capabilities in the context of academic units of Australian universities. Increased competition and attention to distinctive capabilities amongst universities, particularly at their strategic operating unit level of a Faculty1 or School2, provides the setting for application of this theoretic perspective. Based on a questionnaire survey of all Faculty Deans and Heads of Schools in all 39 universities in Australia, evidence is provided on relationships between diagnostic and interactive use of MCSs, attention given to imposed and discretionary types of PMS information, the strength of capabilities of the academic unit and, in turn, overall performance of the academic unit. Highlights of findings are that Heads/Deans conceived capabilities of their unit in functional dimensions, not in generic dimensions as found in prior literature; interactive MCS use and imposed performance measures, respectively, direct relate to several types of capabilities and indirectly to performance of the academic unit, but diagnostic MCS use does not. The findings have practical implications for styles of control systems use and performance information use by management in universities.

What Do Academic Library Deans Do?

A recent discussion apropos of nothing set me to a thought-experiment: what is it deans of library services (or, as it often the case when I’m introduced, deans of library sciences) do? If one were to write up a short list of some of the most important general attributes of an effective dean, what would they be?

The lives of the deans of Canterbury, 1541 to 1900 /

Mode of access: Internet.

A graphical illustration of the metropolitan cathedral church of Canterbury; accompanied by a history and description ... of that venerable fabric ... Also comprising biographical sketches of the lives of the archbishops, and deans of Canterbury; and historical notices of the celebrated Convent of Christchurch ...

Added t.-p., engraved.

The dean of men's viewpoint; an annotated bibliography of references of interest to deans and advisers of men,

Includes 6 blank pages "For additional references."

Thoughts, perspectives, and ideas presented at the Illinois Deans of Colleges of Education Symposium on inclusive education of students with disabilities /

"Spring 1994."

A glance at Deans̓ 120 reasons for being a Universalist /

Mode of access: Internet.

Ecclesiastical duties and revenues bill : speech delivered in the House of Lords on behalf of the deans and chapters petitioning against the bill, 23 July 1840 /

"Church no. 3168."

The patronage of the English bishops : two addresses to the Houses of Lords and Commons of England, and to the British nation, on the proposal of the church commissioners to transfer to the bishops, the patronage of deans and chapters, and to make those cathedral churches dependent on the bishops.

Mode of access: Internet.

Westmonasterium. Or the history and antiquities of the abbey church of St. Peters Westminster, containing an account of its ancient and modern building ... with ye copies of ancient Saxon charters &c. and other writings relating to it. Together with a particular history of the lives of the abbats, collected from ancient mss. of that convent, and historians; & the lives of the deans to this time. An also, a survey of the church and cloysters, taken in the year 1723; with the monuments there, which, with several prospects of ye church & other remarkable things, are curiously engraven by the best hands...

Each volume contains a list of subscribers, together with their coats of arms.

Annual reports of the President, the deans, and other officers of Miami University.

Mode of access: Internet.

Norfolk lists from the reformation to the present time; comprising lists of lord lieutenants, baronets, high sheriffs, and members of Parliament, of the county of Norfolk; bishops, deans, chancellors, archdeacons, prebendaries, members of Parliament, mayors, sheriffs, recorders, & stewards, of the city of Norwich; members of Parliament and mayors of the boroughs of Yarmouth, Lynn, Thetford, and Castle Rising; also a list of persons connected with the county, of whom engraved portraits have been published, and a descriptive list of tradesmens' tokens & provincial halfpennies issued in the county of Norfolk.

Mode of access: Internet.

Hiring Schedule: Deans Office, Finance and Administration, Teaching Faculty Y1 and Y2, Clinical Sciences

A hiring schedule for the Dean's Office based on a three year plan.

A frame analysis of the leadership styles of dental and medical school deans

The purpose of this study was to determine how dental and medical school deans perceived their own leadership styles and how many management/leadership perspectives they used when approaching a problem. A descriptive and correlational study was conducted which examined the leadership orientations or "frames" utilized by these deans. Four frames--the structural, the human resource, the political, and the symbolic--emerged from leadership studies which described the behavior of leaders in organizational actions and problem solving.^ Employing the repeated measures ANCOVA, it was found that there were no significant interactions between type of dean and perceptions or perspectives. However, the main effects of both leadership style perceptions and the use of perspectives were significant. This indicated that over the total sample of deans, both perceptions and perspectives were used differently; the deans perceived themselves and used perspectives the highest for the human resource frame and the lowest for the political frame. Also, dental deans' mean use overall of the four perspective frames was higher than the medical deans. In addition to the ANCOVA, t-tests performed on perceptions revealed that the deans perceived the frames differently in three human resource items. Pearson's correlations indicated that for the combined sample of deans, significant negative correlations existed when the human resource or symbolic frame was compared to the structural frame. All of the deans used multiple frames, allowing them to re-frame or combine frames according to the situation. ^