AcademicProfession

KCTing(),Ph.D.,P.E.
ProfessorandHead
DepartmentofAgriculturalandBiologicalEngineering
UniversityofIllinois
UrbanaChampaign,Illinois
USA
kcting@illinois.edu
Weareinthebusinesstoempowerhumancapacitywith
knowledgeandwisdom(kW)forlife agreatbusinesstobein.
KCTingApril2014
Contents
1.AcademicInfrastructure
2.AcademicDepartments
3.AcademicResponsibilities
4.PerformanceEvaluation
5.InstitutionalCulture
6.Collegiality
7.ProfessionalNetwork
8.Diversity
9.ResourceGenerationandUtilization
10.FacultyIssuesvs.AdministrationIssues
11. GettingStartedandProfessionalDevelopment
12. StrategicFraming
13. ThingsWorthyofAttention
14. SystemsandLeadership
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1.AcademicInfrastructure
University
College
Department
Program
School
Institute
Division
Section
Unit
Group
Center
Office
Etc.
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2.AcademicDepartments (1)
Administrativeunitswhichprovideadiscipline
orientedhomebaseforfaculty,staff,andstudents
todevelop,coordinate,manage,implement,
evaluate,andmodifyteaching,research,and
outreachprograms.
Resources human,facility,financial,information,
time,infrastructure,departmentbylaws,patternof
administration,etc.
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2.AcademicDepartments (2)
Processes teaching,research,extensionand
outreachprograms;administrative,service,and
operationalfunctions;academic,professionaland
socialactivities,etc.
Deliverables alearningorganization;educatedand
trainedprofessionals;generatedanddisseminated
information;technicalandprofessionalservices;
developmentofdisciplineorientedexpertise;
contributiontomultipledisciplinaryprograms;etc.
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ABEDept
ABEDeptFunctionsare:
Teaching(CreditGenerating&Extension)
Research
Service(includingEconomicDevelopment)
Teaching Research Service
Extension Resident
ABEGraduate
Program
ABE
Undergraduate
Program
TSM
Undergraduate
Program
Structuresand
Environment
Safety
Soil&Water
Resources
Engineering
BioenvironmentalEngineering
FoodandBioprocessEngineering
OffRoadEquipmentEngineering
SoilandWaterResources
Engineering
CrossFunctionalandInternationalActivities
Professional
Administrative
Community
Informational
OrganizationChartofDepartmentof
AgriculturalandBiologicalEngineering
(ABE),CollegeofAgricultural,
ConsumerandEnvironmentalSciences
(ACES),CollegeofEngineering(COE)
UniversityofIllinois
ACES and COE
Biological
Engineering
TSM
Graduate
Program
Chemical
Application
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3.AcademicResponsibilities
Teaching
(CreditGeneratingInstruction;
Outreach/ExtensionEducation)
Research
(Discovery;Synthesis;Integration;
Implementation)
Service
(Academic;Administrative;Professional;Public;
Community;EconomicDevelopment)
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Values
Highquality
Relevance
Impact
Diversityofresponsibilitiesandcontributions
Balanceofteaching,research,outreach,and
service
DisciplinaryandMultidisciplinary
IndividualandTeamContributions
Peerreview:validationofaccomplishment &
contributiontodevelopmentofothers
AcademicResponsibilities
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Scholarship
Discovery learning fromthepursueofunknown
Integration learning fromdrawingtogether
multiplesourcesofinformationand
knowledgeintolargerintellectualpatterns
Transformation learning fromextensionand
transmissionofknowledge
Application learning frompractice
AcademicResponsibilities
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CreditGeneratingTeaching(&
Outreach/ExtensionEducation)
Measures
Studentcenteredapproach
Masteryofthesubjectmatter
Continuousgrowthinknowledge
Abilitytoorganizeandcommunicateclass
materials
Contributiontocurriculumdevelopment
Creativityandincorporationofnewmaterials
andideas
Enhancementofstudentscapabilityof
systemsapproachandglobalviewto
problemsolving
Advisingstudents
Directstudentresearchprograms
AcademicResponsibilities
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CreditGeneratingTeaching(&
Outreach/ExtensionEducation)
Outcomes
Professionaljobs,advancedstudyplacement,high
proficiencyinsubsequenteducational
activities,orgrowthinlifeforstudents
Instructionalmaterialsandpedagogicalinnovation
adoptedbyothers
Influencingstudentstomakelifealteringdecisions
andcommitments
Curriculumvalidatedbyemployersand
graduate/professionalschools
Prestigiousawardsreceived
AcademicResponsibilities
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Research
Validationofworkandimpact
Publicationofpeerreviewedjournalarticlesand
scholarlybooks
Acceptanceofconferencepresentations
Invitedpresentations
Patents
Prestigiousawards
Otherformsofdeliveringresearchresultsincluding
computerassistedlearningmaterials,
computersoftware,mathematicalmodels,
etc.
Newproductsandanalyticaltoolsthatenjoy
substantialadoption
Cuttingedgenatureofworkandlevelofrisktaking
Impactmeasures
AcademicResponsibilities
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Service
ActivitiesandContributions
Committeeappointmentsandassignments
Administrativeroles
Officerdutiesinprofessionalorganizations,
editorialboards,andconferenceorganizing
bodies
Representingacademicinstitutionstonon
academiccommunities
Servinginspecialrolesinorganizationssuchas
commoditygroups,communitydevelopment
groups,etc.
AcademicResponsibilities
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4.PerformanceEvaluation
Criteria (Thingsthatarevalued)
Highqualityprofessionalwork
RelevancetothegoalsoftheDepartment,College,
andUniversity
Impactofprogramefforts
Diversityofscholarlyresponsibilitiesand
contributions
Recognitionforresearch,teaching,andserviceefforts
Disciplinaryandmultidisciplinaryefforts
Individualandteamcontributions
Peerreview bothasvalidationofaccomplishment
andasacontributiontodevelopmentofothers
Source: College of Food, Agricultural, and Environmental
Sciences, Ohio State, Faculty Review System Guidelines 2/8/2000
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Unit Programs
and Functions
Member of the Unit
Performance
Activities
Teaching
Research
Service
Presence/
Support
Effort Excellence
Scholarship/
Impact
Alignment
Increasing Value
Performance Matrix
Programs
Functions
K.C. Ting, J une 2005
KCTingApril2014
5.InstitutionalCulture
Thewaythingsareinterpretedanddone,as
wellashowpeoplebehave
Valuesaspect
Beliefs,Purposes
Rationalaspect
Structures,Systems
Peopleaspect
Attitudes,Behaviors
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6.Collegiality
Professionalrelationshipsandinterpersonalskillsatwork
place
Shorttermrelationship
Longtermrelationship
Understandgenerallyacceptedbehaviorand
practices
Expandcomplementaryinterests
Interdisciplinaryactivities
Committeesandtaskforces
Mitigateconflictinggoals(managedifferences
constructively)
Theimportanceofcommunication
Thelastresort
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7.ProfessionalNetwork
Establishcollaboration
Broadenviews
Keepinformed
Gainaccess
Gathersupport
Shareopportunities
Contributetothelargerscope
Conductarealitycheck
Buildfriendships
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8.Diversity
Isastrength
Ishowtheworldismadeupnaturally
Isapleasantexperience
Isapolicyandlegalissue
Isalearnableconceptandskill
Needsabroadandcomprehensive
definition
Requiresfullunderstandingand
attention
Deservescontinuouseffort
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9.ResourceGenerationandUtilization
Time
Energy(individual,group)
Human(officeandtechnicalstaff,students,mentors,
peers,friends,family)
Financial(allocated,targeted,competitive,gifts)
Physical/Facility
Informational
Organizational
IndustryandCorporation
Political(public,communities,governments,and
organizations)
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10.FacultyIssuesvs.AdministrationIssues
FacultyInput
FacultyParticipation
FacultyAdvisory
FacultyInitiatives
FacultyResolution
FacultyGovernance
FacultyCommittee
FacultyMeeting
ResourceAllocation
ResourceManagement
Policy,Procedure,and
RuleEnforcement
UnitRepresentation
Faculty/Staff
Coordination
InformationSource:UnitBylaws
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11.GettingStartedandProfessionalDevelopment(1)
Startasearlyasyoucan
Becomefamiliarwithfacultyresponsibilities,rights,and,
careeradvancementissues
Getonallkeyemaildistributionlists
Meetallkeycolleaguesassoonaspossible(networkingon
andoutsidecampus)
Keepthebigdreamsandassessthereality(strategicplan)
Workcloselywithyourmentors
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11.GettingStartedandProfessionalDevelopment(2)
Remembertheimportanceofprofessionalismandlifelonglearning
Learnhowtomanagetimeandbalanceworkandpersonallife
Learnhowtobeagoodresearcher,teacher,andcommittee
member/leader
Learnhowtoadvise,supervise,andmentorgraduatestudentsandpost
docs
Learnhowtoutilizeresourcesandaskgoodquestions
Tofacultymembers:Althoughmanycolleagueswilltrytoprotectyou,andbe
veryinterestedinyoursuccessasafacultymember,youareultimately
responsibleforyourowncareerdevelopment
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12.StrategicFraming
Developastatementcontainingastrategicfoundation:
Purpose(VisionandMission)
Whatdoyouaspiretobe?Whatdoyoudobestforwhom?
CoreValues(Principles)
Whatdoyoustandfor?Whatarefundamentallyanddeeplyheld?
OverarchingGoal(Intentions)
Whatarethelongterm(qualitative)accomplishmentsthatyouarecommittedto
achieve?
Aswellasstrategicactionsintheformsof:
IndicatorsofSuccess
Whatarethespecificdescriptionsthatmaketheoverarchinggoalstangible?
Experiments(ActionPlans)
Whattacticswillyoutakeinordertoachievetheoverarchinggoal.
Atacticincludesaspecificaction,thepersonwhoisresponsiblefortheaction,and
thetimetocomplete.
RelatedIssues:
Players(partiesthatyouareinteractingwith)
Context(relationshipsbetweentheplayersandyou)
Domains(strategicfocusareas)
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13.ThingsWorthyofAttention
QualityWork
BeResponsive
MeettheDeadlines
ThinkGlobally,DoLocally
Honesty
Integrity
TeamWork(Lead,Follow,supportandCheer)
BePartoftheSolution
Collegiality
InterpersonalSkills
MakeThingsHappen
GetThingsDone
EnablePeople(yourselfandothers)toSucceed
WeareinthebusinesstoemPower HumanCapacitywithknowledge
andWisdom(kW)forLife aGREATbusinesstobein
KCTingApril2014
Leadership
II 1.ThinkSystems
II 2.PayAttentiontoDetails
II 3.MakeThingsHappen
II 4.GetThingsDone
II 5.EnablePeopletoSucceed
II 6.Lead,Follow,Support,Cheer,andCelebrate
Leadersmustenablethemselvesandotherstolead.
14.SystemsandLeadership
KCTingApril2014
Systems
Agroupofinterrelatedcomponents
integratedtofunction/behaveincertainways
and/orservecertainpurposes(normally
undercertainconstraintsand/orexternal
influences).
Systemandcomponentarerelative
terms;i.e.asystemmaybeacomponentofa
largersystemandacomponentmaybea
systemofsmallercomponents.
Example:
Anacademicunitasasystem
Faculty,Staff,Students,DegreeandResearch
Programs,Offices,Laboratories,Equipment,
DepartmentBylaws,AdministrativeStructure,
etc.
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SystemsThinking
What: AHolisticApproachemphasizingthe
performanceasawhole basedonthe
understandingofallcomponents inthesystem
andtheinterrelationships amongthe
components[i.e.makingthingsworkbetter,as
wellasmakingthingsworktogether].
Why:
Individuallyfunctioningcomponentsdonot
necessarilymakeupaworkablesystem;
Piecewiseknowledgeaboutindividual
componentsdoesnotautomaticallyprovidea
completeunderstandingoftheoverall
system;
Necessaryyetmissingcomponentscanbe
detectedafterobserving/analyzingthe
systemasawhole
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SystemsAnalysisSteps
1. DefineSystemsScopeandObjectives
2. IdentifySystemConstraints
3. EstablishIndicatorsofSuccess
4. ConductSystemAbstraction
5. ObtainDataandInformation
6. HandleUncertaintyandIncompleteInformation
7. IncorporateHeuristicandFuzzyReasoning
8. DevelopSystemModel
9. VerifyandValidateModel
10. InvestigateWhatIfs
11. DrawConclusions
12. PlanandExecuteActions
13. CommunicateOutcomes
14. ContinuousMonitoringandImprovement
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SystemsLeadership
IV 1.FeedbackandFeedforward ChangeLoop
IV 2.FormulateDecisionSupport
IV 3.StrategicFraming
IV 4.ConcurrentAnalysis
IV 5.MakeDecisions
IV 6.FacilitateSimultaneousPlanningandImplementation
IV 7.BalanceAnalysisandActions
IV 8.PromoteGracefulEffectiveness
IV 9.BuildKnowledgeandWisdom
IV 10.EmpowerwithKnowledgeandWisdom(kW)
Systemsmethodologyandleadershipabilityareapowerfulcombinationof
skillsetsforleaders.
KCTingApril2014
IV 3.StrategicFraming(1)
Developastatementcontainingastrategicfoundation:
Purpose(VisionandMission)
Whatdoyouaspiretobe?Whatdoyoudobestforwhom?
CoreValues(Principles)
Whatdoyoustandfor?Whatarefundamentallyanddeeply
held?
OverarchingGoal(Intentions)
Whatarethelongterm(qualitative)accomplishmentsthat
youarecommittedtoachieve?
31
KCTingApril2014
IV 3.StrategicFraming(2)
Aswellasstrategicactionsintheformsof:
IndicatorsofSuccess
Whatarethespecificdescriptionsthatmaketheoverarching
goalstangible?
Experiments(alsoknownasActionPlans)
Whattacticswillyoutakeinordertoachievetheoverarching
goal.
Atacticincludesaspecificaction,thepersonwhoisresponsible
fortheaction,andthetimetocomplete.
KCTingApril2014
ThankYou!
kcting@illinois.edu
KCTingApril2014