F.

Manajemen fakultas/jurusan

Satryo Soemantri Brodjonegoro

11/28/2018 SS Knowledge 1
 Educational objectives
• The graduates should be able to perform field
study practices for the benefit of society;
• Faculty provides education for the students
based on the goals and the initial conditions;
• Curriculum should be designed such that the
goals could be achieved given the existing
initial conditions;
• Effectiveness of student learning ???

11/28/2018 SS Knowledge 2
 Academic capacity
• Necessary academic qualification to conduct
university courses;
• Necessary scientific competences to conduct
university research;
• Academic career path;
• Academic leadership;
• Creating conducive academic atmosphere.

11/28/2018 SS Knowledge 3
 Management capacity
• Management of academic activities according to
the academic calendar;
• Management of academic infrastructure
necessary for proper academic activities;
• Management of laboratory, library, computer
center, and other academic facilities to accessible
to academic community;
• Management of personnel career and promotion;
• Management of resources: financial etc.

11/28/2018 SS Knowledge 4
 Action plan for management system
improvement
• Understanding the concept of faculty
management;
• Faculty members or lecturers are not
employees nor labors but they are
professionals;
• Faculty management should not be treated as
factory management nor office management;
• Faculty management is a unique management
system to empower the staffs as professionals.
11/28/2018 SS Knowledge 5
 Action plan for management system
improvement (2)
• Faculty management is best described as a
functional organization (flat organization) where
decisions are made collectively;
• There is no hierarchy in the faculty management
but instead collegiality is the spirit;
• The management system should be able to
provide freedom/flexibility/autonomy to the
lecturers/faculty members while at the same
time they are aiming for the agreed goals /
objectives;
• The management system is loosely-coupled.
11/28/2018 SS Knowledge 6
 Management capacity according to
action plan
• How to achieve the agreed goals/objectives;
• Participatory factor from the staffs;
• Provide guidelines (not regulations) for the staffs to
perform their tasks;
• The guidelines should provide autonomy for the staffs
for creative thinking and innovation in education;
• Each staff is unique and therefore there is no such
things as standardized teaching standard nor teaching
format;
• Quality assurance is not based on standardized process
but on the designated outcome/output.

11/28/2018 SS Knowledge 7
 Management capacity according to
action plan (2)
• Dean’s main task is to coordinate and facilitate and
empower the staffs;
• Deanship is determined by his/her vision on academics
and knowledge, by his/her strategic plans to achieve
academic excellence;
• There is no line of command in the faculty
management, but dean and the staffs are all
colleagues;
• Being a dean is not a promotion but an additional task
or assignment given due to his/her capacity and
capability in enhancing faculty management system.

11/28/2018 SS Knowledge 8
 Periodical review of faculty management

• Review should be based on the agreed

performance indicators;
• Individual performance indicators and
institution performance indicators;
• Review is meant for evaluating the gap
between the target and the achievement;
• Review should not be done too often, there
should be enough time for the staffs to
prepare their achievement.
11/28/2018 SS Knowledge 9
 Review processes
• Self evaluation
• Internal review
• External review
• Cross review
• Vertical review (bottom-up review and top-down
review)
• Horizontal review
(review is not meant to find someone’s fault but to
assist staff in achieving goals/objectives)

11/28/2018 SS Knowledge 10
 Management objectives
• Empowering individuals to achieve the agreed
targets/objectives where the working load is
distributed properly among the individuals;
• Load should be distributed according to
individual’s capacity;
• Merit system should be implemented to
motivate the staffs;
• Management leader should encourage the
staffs to achieve their highest performance.
11/28/2018 SS Knowledge 11
 Career development
• Staffs will be highly motivated if their career path
is clear and promising;
• academic career path is leading to a
professorship;
• Opportunity should be given equally to all staffs
to plan and develop their career;
• Mentoring should be provided for the younger
staffs for effective career development;
• Since it is an academic career, peer review and
peer judgment are necessary, not administrative
judgment.
11/28/2018 SS Knowledge 12
 Management of resources
• Faculty operation requires adequate resources
(human, financial, infrastructure, legal);
• Capable and qualified human resources;
• Performance based funding mechanism; block
grant appropriation;
• Resource sharing for infrastructure;
• Network for effective resource allocation;
• Proper legal platform, not too rigid, provides
academic freedom and flexibility and autonomy.

11/28/2018 SS Knowledge 13
 Management of time-load allocation

• Staffs should spend their time: 60% for teaching,

30% for R&D, and 10% for administrative matters;
• Heads of departments should spend their time:
40% for teaching, 30% for research, and 30% for
department management;
• Dean should spend his time: 30% for teaching,
25% for research, 25% for faculty management,
20% for university matters;
(please make sure that administrative load is not
dominant otherwise academic performance will be
sacrificed)
11/28/2018 SS Knowledge 14
 Promotion of staffs
• Promotion scheme should not follow the rigid
government regulation / bureaucracy;
• It should be flexible and fully merit-based;
• Criteria: high individual achievement and high
contribution to institution;
• Promotion aims to make the lecturers become
experts in their fields;
• Expertise should be maintained through long-
life learning or continuing education.
11/28/2018 SS Knowledge 15