Head of an Academic Department - Responsibilities

Job Purpose

The Head of an academic department is accountable for the provision of strong academic leadership, in line with the principles of the University's Ordinances, codes of practice and Strategic Plan, through the leadership, management and development of the department to ensure the achievement and maintenance of the highest possible standards of excellence in all its activities. S/he is accountable, through the relevant Dean, to the Principal and Vice-Chancellor for matters relating to the management of employment and employee affairs, for the organisation of teaching, research, and associated activities, and the effective performance of their duties. It is required that the Head of Department is responsive to, and regularly communicates with staff within his/her department, the wider University interests and direction.

Heads of Departments will demonstrate vision, transformational management skills and the development of continuous improvement initiatives, the ability to acquire resources, and the skills to empower and influence others to contribute to getting the job done. The methods by which Heads of Departments carry out their duties, and the extent of delegation, will depend on factors such as the size and nature of the department, and the personal approach of the individual Head of Department. It is recognised that Heads of Departments will not necessarily personally attend to all of the following. Rather, they should empower others but ensure that, through monitoring and follow-up, effective arrangements are in place and are working well. Thus, whilst academic leadership will often be shared, particularly through the support of the Departmental Professoriate, the Head is ultimately accountable for the management of the Department.

Specifically, the role will normally include:

Academic Management

Oversee, organise and develop the core activities of teaching, research, examining, advising and other service activities; and of commercial exploitation and knowledge transfer, consulting with all Departmental colleagues, notably professors, where appropriate.
Maintain and enhance the Department teaching quality of courses and programmes.
Create a productive, accessible and well regarded learning environment for students through the fulfilment of the University's responsibilities in respect of their admission, instruction, progress and examination; availability of pastoral assistance; and adherence to the various regulations and procedures regarding students.
Demonstrate commitment to the recruitment and retention of students, having regard to prevailing policies, and implications for fee income.
Facilitate and promote the development of intra- and inter-disciplinary academic activity.
Encourage the acquisition of research funding, and facilitate leading edge research, scholarship and teaching of departmental staff, and self.

Planning and Leadership

Lead the department by taking responsibility for setting and advancing the strategic academic direction of the Department and developing regular review processes to progress the Department's strategic plan.
Participate actively in the deliberations and leadership of the Faculty Management Group.
Develop and sustain appropriate structures for management, consultation, decision-making and communication with all staff.
Implement Departmental operational plans following approval by Faculty Management Group.
Operate an effective management structure for the Department.
Develop practices which recognise the need for continuing professional development of staff, and support succession planning processes.

Human Resource Management

Particular importance is attached to the need for effective communication and consultation with staff, and in holding regular departmental staff meetings. Care should be taken not to exclude any staff group or part-time staff, including Graduate Tutorial Assistants, etc.

Accountable for appointment, performance and development review, grading, overseeing the advancement and promotion of staff in line with University policies and procedures, including notably the University's Equal Opportunities Policy.
Ensure management, academic and other duties are fairly allocated, that staff are deployed and tasks delegated as necessary, using wherever possible, transparent and accessible principles and workload measurement systems.
Ensure that all Health and Safety regulations are fully complied with, and that in particular, staff take regular breaks from their work, including annual vacations.
Ensure a good quality of staff induction, review staff progress and ensure that staff are given support and training as required, and ensure maintenance of the dignity of staff at work.
Ensure that University procedures for the review and development of staff are regularly carried out within the Department; be prepared to support and advise on the career development of colleagues.
Ensure that all staff have confidential access to their immediate supervisor on matters affecting the department's functions and activities, or affecting individuals themselves. Heads of Departments should be available for consultation on any serious matters and should ensure that staff are aware of and can access additional means of support and advice, both internal, and where provided, external.
Manage grievance, disciplinary, competence, sickness absence and capability procedures concerning staff.
Respond flexibly, as far as possible, to particular work : life balance needs, consistent with fairness and current departmental obligations. For example, agreeing to flexible work times to allow staff to fulfil any responsibilities they may have as a carer, or to allow for religious observance.
Recognise staff achievements and keep staff informed of such achievements in the wider University.
Ensure adherence to legal obligations and University procedures affecting the employment of staff: seek information and advice from, and fully utilise service and support department staff in discharging the duties of their role, with a particular regard to the support of the territorial HR Manager, and conduct own duties and responsibilities in line with University policies and procedures.
Provide a fair opportunity for academic staff to pursue their research within the limits of the resources, internal and external, at a Department's disposal.
Ensure that staff act in accordance with the University's equality policies and are kept up to date on equality and diversity matters relevant to the University.

Financial Management

Take full financial responsibility and control for the devolved part of the Department budget, to maximise income and ensure effective expenditure within the University's and Faculty's regulations.
Ensure full adherence by all members of the Department to the Financial Directives and other financial procedures as laid down by the University.

Physical Resource Management

Ensure that University equipment/facilities are properly maintained and serviced by appropriate personnel as required, within available resources.
Ensure that all matters relating to the physical fabric of the Department are properly attended to by the appropriate personnel.
Effectively manage allocated space.
Effectively manage Departmental asset register.

Other Obligations

Embed and exploit collegiality, and ensure that appropriate external contacts are fostered; to include contacts with schools, prospective employers, other academic and research organisations, visiting and honorary status, funders, the business community and government organisations.
Adopt a continuing responsibility to serve the University actively in any reasonable capacity, in the period following demission from office. The consolidation of honorarium into salary is recognition of such obligation. Faculties should make appropriate allowance for Heads of Departments' reintegration into Departments through a period of study leave."

Throughout this document, the terms "Department" and "Head of Department" should be understood to include "Division" and "Head of Division", respectively.

R F Cunningham
3 June 2004

UNIVERSITY of GLASGOW