IDC and MAHE Workshop(Joko’s personal notes up 15.30 pm

Day 2)

Bandung, 25-26 November 2010

Day 1

• Plenary lecturers• IDC workshop• Dean Course planning

UNPAD Experience

• 2012-2016: research university• 2017-2021: regional university• 2021-2026: world class university• RESPECT: Responsible, Excellence, Scientific,

Professional, Encouraging and Integrity, Creative, Trusty

• 1967: local, expect to be the national assett• Internal incentive for research• Faculty of Medicine plays an important role

Germany Experience: UNISTAFF Founder (M. Fremerey 1)

• HE organizational images: (1) unconventional soccer match; (2) unconventional flight

• Organizational learning (Fifth Discipline, Peter Senge): expanding its capacity to create its future: autonomy, competition, quality, relevant services, sustainability

• Joint vision in leadership: acquisition, dissemination, utilization• Tracer study in Germany: 40% of alumni work in the area that are

not related to the subject --- soft skill (strategic skill) play important role

• Knowledge, creative organization• Leadership is a complex ity

Germany Experience: UNISTAFF Founder (M. Fremerey 2)

• Balancing stability and change: case STORMA Project in Palu• Balancing individual independence and the efficiency of the

system: interdisciplinary, establishing priority• Balancing self-organization and intervention: creating the

taskforce• Synergetic leadership: continuous org learning, internal n

external changes, flexible n situational, participatory and team base

Germany Experience: DAAD reflexion

• Management n leadership: do we need them?• Leadership from the middle: adjusting the

strategy• Leadership tools: communication, sanction,

organization (traditional vs motivational)• Three major administrative problems on

campus: sex for the students, athletics for the alumni, parking for the faculty

My Questions

• How to adjust the vision? (Christian) • How to awakening the mind set? … institutional

culture: Dean or HoD are appointed not based on the real need/mapping

• In Indonesian situation we still need to combine the traditional and motivational organizations

• How to manage the budgetary and does UNPAD decide which disciplines that can lead the mission?

Training on Faculty Management and Leadership

• Huge number of univ, fac. : complexity• Synergetic leadership: from good to great;

prepare to face the challenges• Targets: Dean, VD, HoD from small-middle

sized univ• Trainers: Intrntl exposure HE, related subject,

managerial expr

Unibraw experience (H. Soetanto)• Strategic issues: Nation competitiveness,

unity, change of DGHE role, social responsibility, institutional capacity building, governance, QA

• How far have we gone?– Less than 10 HE on top list of world class univ– A set back to BLU – Org health: inst cap bldg; governance (elected

based on popularity not meritocracy); QA

• Key factors affecting erratic leadership: general 5 pathology faced by HE in Indonesia --- affirmative, abnormal, acute, arrogant

• Leadership: problem solver, trend setter, risk taker, composer, conductor, builder

• The spirit of change is halted by top-down government rule

Unibraw experience (H. Soetanto)

ITB Experience (Intan Ahmad)

• Administrative n managerial tasks• Always comments, complaints and less appraisal• Art n practice is situational• Problem for a new dean• Who determine you as the leader?• How to develop leadership in your faculty: staff with

leadership potential; opportunity to face the challenge• Setting the direction of change: leading by example

(publication, collaboration, knowing the boss/rector, develop relationship with others)

Comments n Questions

• When the targeted mission (accreditation, ISO, certification, grant) achieved the HE communities tend to loosen the intensity --- surprisingly the deans and or HoDs often coming from the old paradigm group --- – don’t understand about RENSTRA, – blaming the un-conducive situation to the DGHE,

former leaders, board of trustee/yayasan– ordering function rather than serving the unit

• 2 batches per year: by region – West: Jakarta-Batam-Pekanbaru-Medan-Semarang – East: Surabaya-Yogya-Malang-Balikpapan-Manado

Questions • Tri (UNPAD) We are academically not trained as

teacher and leaders, we also need to be trained in the curriculum area;

• Ratna (UI): why small to medium HE?• Joni (ITS): one participant passes to one leader from

his/her HE• Ocky (UNDIP): such program is needed by UNDIP• Joko (UNRI): If everyone knows that dean/HoD tasks

are mounting and he or she may able to maneuver dynamically to guide his/her faculty…why in Indonesian case there is a fierce competitiveness to be the dean --- message for Dean Course content

Questions • Rashila (UKM): cultural setting and transition• Michael: 100% of Dean’s time must be managed at a

balance way, be a happy dean • Bram (UKI): context will be raised in MAHE and Dean

Course• Tri (UNPAD): we are academic who trained as manager• Christian: window of coordination• Supra (UGM): becoming dean is a kind of loosing,

deanship is not very intriguing position anymore• Michael: dean may hire a particular persons to perform

the managerial tasks; creating trust in deanship; dean sometimes wants to be a manager --- needs for training

Day 2: MAHE(1). MAHE from University of Kassel case:a. Postgraduate levelb. Targeted participants: non-academic staffs (HEI, DGHE, Litbang

Diknas, BAPPENAS)c. Disciplines: HE management and research on HEd. Expected competencies: ???e. Modules: introduction to HEI, structure n org of HEI,

curriculum development, internationalization of HEI, …..f. Each module: 5 full day seminar --- modules are given prior to

classroom meetingg. Evaluation on module: paper (case or project), no examh. Internship: 20 day program (120 hours) i. Thesis and oral examination

Day 2: MAHE

(2). UGM Proposal MP3T Magister Pengelolaan Pengelolaan Tinggi:

a. Planned since 1999 via various discussion n meeting

b. Improvement on HR c. Multidiscipline; postgraduate leveld. Staff: Permanent staff (?), INDOSTAFF (16),

INDOSTAFF alumni from other HEIe. Intake: inner (ca. 750) n outer UGMf. Curriculum: 36 SKS course, 8 SKS thesis

Day 2: MAHE(3). UI Proposal for MAHE:a. HR identificationb. Set up taskforcec. Set up goalsd. Soul of the curriculume. Who will run the program?f. Accommodating part timerg. Avoid the executive classh. Candidate: must have employment recordi. Curriculum: 47 and 25 --- core course (3 aspects) and

independent project

Day 2: MAHE

(4). UB Proposal for MAHE:a. Master of Artsb. In Indonesian n Englishc. Curriculum: field trip to inside and outside

Indonesiad. Lecturers: UB, experts from DGHE, former

rectors, INDOSTAFF alumni

Day 2: MAHE(5). Michael Fremery inputsa. Needs assessment: main stakeholders, Indonesian profile, legitimationb. Focus: major: ‘change’ = quality n relevance; specific:

comprehensive/mgt n adm/research on HEc. Target groups: graduate students and or professionald. Employment opportunitiese. Levels of analysis: basic units, institutional, national, internationalf. Disciplinary perspectives: economics, pedagogics, sociology, psychology,

OD, mgt n administrationg. Methodology: expert, starting, teamwork, project emphasis, coaching,

alumni co-operationh. International orientation: module, credit, international partners,

Indonesian or Englishi. MAHE philosophyj. Institutional aspects: decentralized, establishing a Ctr for HEI,

consortium, 1 university

Comment n Question• My comment (Joko):• UI, IPB, UGM n UB are main runners for our

proposal, but UR is ready to be the co-host (meeting with VR2 be4 to Bandung)

• Setting schedule include permit from DGHE • UI: MAHE as the medicine for HEI after the

disposal of BHMN

Comment n Question• Joko:• (a) Curriculum: Tingkat kesulitan perlu dipikirkan– Community development management --- academician as

brain, administrator as media– Management in promotional and public relation of HE ---

sustainability– Management in establishing networking and collaboration

• (b) Management: – Budget needs to be set– Size of classes; domestic n or international program – Proportion of INDOSTAFF alumni as lecturers coz this is

INDOSTAFF idea --- 4 concepts expect high rank mgr.

Comment n Question

• Meis (UNSRAT): payung, kontribusi alumni INDOSTAFF• Bur (UNAND): statistic, pindah2 ke bbrp tempat, mapping• Nur (UNJA): centred, intake, tenaga pengajar mlibatkn INDOSTAFF• Muh. Hamsun (UNTAD): kompetensi --- kurikulum; INDOSTAFF sbg

think tank ato eksekutor• Ganda (UKI): assessment• Alinda (IPB) n Trina (UNSRAT): apakah para staf adm di PT mmg

perlu sekolah lagi• Bram (UKI): kita perlu change krn utk RCU n WCU• Damona (UI): dilema abadi --- break through; PT hrs menciptakan

pkrjaan utk pegawainya

Comment n Question

• Illah (Dir. Akad):sounding dg Dirjen Dikti sdh dilakukan; pddkn di perbatasan; tiap PT nyantolnya kmn?; masih blm tepat mensyaratkan kl mau jd kepala biro/bag hrs S2; Indonesian Qualification Framework --- master di tk 8 --- INDOSTAFF sbg penguji; jmlh SKS 36 saja; grand design utama dr INDOSTAFF n kurikulum lokal dr lokal