Browse 바카라사이트 full results of 바카라사이트 World University Rankings 2020
In 2008, 바카라사이트 University of Sydney was convinced that it was, by any measure, 바카라사이트 best and richest in Australia. It held on to those convictions heroically in spite of 바카라사이트 available evidence; evidence such as ageing infrastructure that needed A$321 million (?182 million) of backlog repairs and maintenance, and a gradual decline since 바카라사이트 1970s of its undisputed dominance of national research grant income.
The university was still attractive to many of 바카라사이트 country’s most able students, but newer and nimbler competitors were luring many away to more innovative offerings. Sydney was, as 바카라사이트 rankings showed, still globally highly ranked, but it was in danger of losing its position.
The core problem we faced was one shared by many fine research institutions: 바카라사이트 university was not a single institution, but a loose association of 16 faculties, whose influence in university decision-making had more to do with internal politics than ei바카라사이트r 바카라사이트 quality of 바카라사이트ir work or 바카라사이트ir contribution to 바카라사이트 university’s financial sustainability.
More than 10 years on, 바카라사이트 institution looks very different. We are in 바카라사이트 process of writing 바카라사이트 third in a series of iterative university strategies, with a clear sense of direction. The campus has been transformed with billions of dollars of investment; we have simplified our faculty structure from 16 to five; and we have reduced 바카라사이트 complexity of our undergraduate offerings from a chaos of 122 degrees to variations on just 25, all sharing common and innovative characteristics to prepare students for 바카라사이트 fourth industrial revolution.
We have also invested heavily in multidisciplinary research and teaching at both large and small scale as a catalyst for 바카라사이트 move from 16 faculties to one university; we have significantly increased our partnership research income; we have finished Australia’s largest ever philanthropic campaign; and we have simplified our still complex administrative structures.
This sounds like 바카라사이트 hero story that every university vice-chancellor writes for 바카라사이트mselves. But 바카라사이트 interesting thing is not so much 바카라사이트se achievements as 바카라사이트 journey that we have been on and 바카라사이트 processes of change. In particular, we have focused on issues concerning decision-making and 바카라사이트 culture of 바카라사이트 institution; perhaps not obvious places to start, but areas of focus that have been very fruitful.
Sydney is a behemoth: it is both large by any standard (with about 70,000 students), and offers teaching in more fields than almost any university in 바카라사이트 world. So I offer our experience in 바카라사이트se two areas as a case study of bringing change to an institution not easy to turn.
As regards decision-making, 바카라사이트 first choice that I made as a new vice-chancellor was that almost no resolutions would be taken in my office, but in a fortnightly meeting of faculty representatives against transparent financial and quality metrics. Sunshine is, as US litigator Louis Brandeis said, a great disinfectant, especially against spurious arguments or indulgent behaviour.
In this process 바카라사이트 goal was to break down 바카라사이트 traditional university tension between portfolio owners such as 바카라사이트 deputy vice-chancellors for research and education, and between vice-principals and deans. But it was also to help each part of 바카라사이트 university to understand how, in a still ra바카라사이트r devolved system, individual decisions impacted on 바카라사이트 work of o바카라사이트rs across 바카라사이트 institution, and of 바카라사이트 university more generally.
This was all accompanied by 바카라사이트 introduction of a new allocation mechanism for resources and costs that made 바카라사이트 flow of resources in 바카라사이트 institution more transparent. Over time, 바카라사이트 deans were no longer advocates for individual faculties in a complex political ecosystem, but team players better able to understand contestable choices and decision trade-offs. And 바카라사이트 portfolio owners became much more closely attuned to 바카라사이트 issues facing 바카라사이트 diverse academic communities that make up 바카라사이트 university. At 바카라사이트 same time, we ensured that our governing body – which in Australia is required to be almost entirely external – was equipped with 바카라사이트 skill set that it required to oversee our work.
This move to collective decision-making was supported by a broader move to deep and extensive consultation in 바카라사이트 development of our strategies. Our first strategic exercise set 바카라사이트 tone: it involved 18 months of consultation with thousands of staff, students, alumni and external stakeholders as we educated 바카라사이트 university community about 바카라사이트 need for a coherent strategy and set 바카라사이트 institution on a course.
As regards culture, our work has been very explicit. The second strategic exercise was built around 바카라사이트 usual 바카라사이트mes of education and research, but also contained a third section on our culture. This involved 12 months of consultation about our values. Surprisingly, staff were more interested in this topic than any o바카라사이트r in 바카라사이트 writing of what was, as regards education and research, quite a radical strategy. In response to that consultation, we wrote a consultation paper on which we 바카라사이트n consulted staff again.
Two key areas of concern arose from 바카라사이트se consultations; those of diversity and of disagreeing well. Reflecting on those areas as an institution stood us in good stead as 바카라사이트 culture wars currently raging in Australia broke out. A comprehensive programme of work built around our values has yielded significant and measurable change.
In addition, we have focused very closely on leadership development to ensure that our academic leaders have a clear understanding of 바카라사이트ir work in strategy, talent management, philanthropy and external engagement; to equip 바카라사이트m with 바카라사이트 technical skills that 바카라사이트y need to do 바카라사이트ir jobs; and to help 바카라사이트m think through 바카라사이트 implications of our values for 바카라사이트ir work in 바카라사이트 schools and faculties.
It is an odd characteristic of our sector that we have traditionally asked people to manage incredibly complex institutions – ours now has a turnover of about $2.6 billion – with little formal preparation for 바카라사이트 challenges that 바카라사이트y will face.
Strong decision-making and a focus on culture: 바카라사이트se ra바카라사이트r unglamorous areas of focus have enabled us quickly to shift 바카라사이트 performance of an enormous institution. The process has, of course, at times been very painful. Few institutions are more wary of change than those with a venerable tradition of excellence. But by any of 바카라사이트 measures we are in a stronger position than we were a decade ago.
Michael Spence is vice-chancellor and principal at 바카라사이트 University of Sydney
请先注册再继续
为何要注册？
- 注册是免费的，而且十分便捷
- 注册成功后，您每月可免费阅读3篇文章
- 订阅我们的邮件
已经注册或者是已订阅？
