Department chairs and academic administrators within colleges and schools of the health professions are faced with a unique set of challenges and opportunities. In addition to needing to be facile with strategies for planning, organizational leadership, resource and personnel management, and effective communication, they must address issues that require specific skills within the contexts of health care, higher education, science, and politics. These leaders must:

• manage multiple faculty models (e.g., clinician-educator, clinician-researcher, researcher-educator), be able to apply the accompanying myriad evaluation criteria, and nurture the careers of faculty members with diverse abilities and goals;
• oversee academic programs that integrate didactic and experiential teaching and learning to a degree not seen in many other academic programs;
• navigate the contemporary environment for clinical science and scholarship; and
• interact with individuals above them and below them in complex organizational structures.

The Chairs and Academic Administrators Management Program (CAAMP) is a 3.5-day workshop designed to give these uniquely positioned managers and leaders the skills and confidence to balance competing demands and priorities and manage diverse programs and people. CAAMP is based on a simple model of developing competency. We believe competent managers and leaders exhibit a combination of skills, knowledge and attitudes.

CAAMP addresses all three areas through the domains of academic management, key relationships, and personal and professional development.

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Program Description

View a video description of the program.

CAAMP provides more than 28 hours of classroom instruction, discussion, analysis, application, and feedback. The topics and learning objectives include the following:

Transitioning to Academic Management: What’s So Different?

• Describe the challenges of departmental leadership and academic management
• Describe the aspects of transition that present the greatest personal challenges
• List at least 2-3 personal learning objectives based on those challenges

Assessing for Development: The Leadership Practice Inventory & Myers-Briggs Type Indicator

• Identify different aspects and models of leadership
• Describe aspects of leadership that may be most important in your job
• Develop appreciation for how you can develop critical leadership skills
• Analyze feedback from others at the college, school, and department about one’s leadership competencies
• Use feedback to develop a plan of action to improve one’s competencies as a leader and manager
• Describe the background and theory of the Myers-Briggs Type Indicator (MBTI)
• Define your MBTI Type
• Apply the MBTI for better self-understanding
• Identify how personal preferences affect work within organizations
• Understand how personal preferences influence others’ perceptions

Constructing Your Development Plan

• Specify personal goals for improving as an academic administrator and manager.
• Learn to express goals as specific, measurable behavioral objectives.
• Understand the importance of professional and social networks to career satisfaction and success.

Recruiting, Retaining, and Developing Faculty

• Describe the trends affecting faculty recruitment and retention
• Identify best practices in the recruitment of new faculty
• Develop strategies for effectively utilizing part-time faculty
• Identify threats to career advancement common in specific career development stages.
• Discuss strategies to assist faculty to sustain vitality and continued professional growth, including leadership development, across the career life cycle.
• Implement criteria, standards, and processes to guide the fair and reasoned evaluation of faculty members.
• Manage difficult conversations with faculty members toward acceptable outcomes.

Managing Conflict

• Assess your personal style of responding to conflict
• Describe how different conflict styles affect conflict situations
• Describe the conflict management model
• List specific conflict resolution tactics
• Apply appropriate tactics to manage given conflict situations commonly faced by department chairs and academic administrators

Giving and Receiving Feedback

• Learn the basics of giving performance evaluations
• Understand personal responses to evaluation

Planning and Budgeting within Departments

• Review the basics of finance and accounting associated with department management
• Define the linkage between strategic planning, budgeting, and resource allocation
• Discuss the importance of and strategies for collaboration in the financial management of a department

Managing Legal Issues in the Educational Environment

• Discuss legal issues important to student/faculty interactions, including protection of privacy (FERPA), sexual harassment, and letters of recommendation, to prevent allegations of libel
• Identify strategies important to student dismissal for academic or disciplinary reasons
• Describe best practices in performance review

Conducting Successful Meetings

• Describe the best uses of meetings
• Learn how to set and move an agenda
• Develop strategies for engaging all meeting participants
• Identify strategies to handle conflicts and dysfunctional behavior
• Understand meeting dynamics

Leading Change

• Learn individual preferences for leading and managing change
• Describe organizational behaviors associated with change
• Apply a comprehensive approach to planning a change effort through case studies.

Click here to download a printer-friendly copy of the agenda.

CAAMP Instructors:

CAAMP faculty members include nationally recognized experts in education, curriculum, and leadership in academic health care:

Judith E. N. Albino, Ph.D.
AAL Senior Consultant Dr. Albino has served as president of two higher education systems, the University of Colorado, a public research university, and Alliant International University, a private nonprofit university with multiple campuses in California, Mexico and Kenya. Her higher education experience also includes service at the dean and vice-presidential levels, and she has spent more than twenty-five years as a faculty member in schools of dentistry and medicine, as well as departments of psychology and educational psychology.

Clyde H. Evans, Ph.D.
AAL Senior Consultant Dr. Evans was vice president at the Association of Academic Health Centers and spent 13 years at Harvard Medical School as a member of the faculty, director of the Office for Academic Careers, and Associate Dean for Clinical Affairs. Dr. Evans was a Robert Wood Johnson Health Policy Fellow and Scholar-in-Residence at the Association of American Medical Colleges, working on leadership issues with the Council of Deans.

Nader Nadershahi, D.D.S., M.B.A.
Dr. Nadershahi is the Associate Dean for Academic Affairs and Director of the Advanced Education General Dentistry Program at University of the Pacific Dugoni School of Dentistry. He is a fellow of the American and International College of Dentists, the Pierre Fauchard Academy and the Academy of Dentistry International.

Pamela Zarkowski, B.S.D.H., M.P.H., J.D.
Prof. Pamela Zarkowski is Professor and currently the Vice President for Academic Affairs at the University of Detroit Mercy. She is Past President of the American Dental Education Association, American Society for Dental Ethics, and the Society of Executive Leadership in Medicine. In 2006 she was selected as an Honorary Fellow in the American College of Dentists.

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When and Where Does CAAMP Take Place?

There is still one more scheduled CAAMP in 2010...

An open enrollment CAAMP will be presented July 22-25, 2010 at the University of the Pacific, Arthur A. Dugoni School of Dentistry in San Francisco. (Register Below)

We can always bring CAAMP to your institution - we'll customize it for your needs!

For more information about bringing a customized CAAMP to your institution, please contact George Weinstein at gweinstein@academicleaders.org or 404-350-2098.

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Where Do I Stay?

The Academy for Academic Leadership recommends that you consider one of the following hotels:

For July 22-25, 2010 in San Francisco, CA:
Hotel Kabuki (closest to the University)
Park 55 Hotel
The Fairmont San Francisco Luxury Hotel & Resort

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How Much Is the Tuition and How Do I Apply?

The tuition for CAAMP is $2,495 . $2,195.
This fee includes:

• Two intensive pre-program leadership and management style surveys, with 360-degree feedback, to provide invaluable insights both professionally and personally
• Over 400 pages of informative slides, inventories, checklists, reading materials, and more
• Small-group and networking opportunities with colleagues
• Opportunities for personal consultations with the instructors
• A welcome reception and a catered breakfast and lunch daily

To inquire about additional discounts for multiple registrants, please contact George Weinstein at gweinstein@academicleaders.org or 404-350-2098.

If you are considering registering yourself or someone in your department for this program but are hesitating due to ever-tightening budgets, we can wait to invoice you until after July 1. Just tell us on the registration form under “Invoicing Information.”

You may register for the July 22-25, 2010 CAAMP by completing the one of the following application forms:

July 2010 Pacific online application
July 2010 Pacific downloadable application form.

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Comments from CAAMP Participants

• This program was perfect to help me learn the skills needed to be a division chair.
  Dr. Betsy Sleath, University of North Carolina at Chapel Hill School of Pharmacy
• This is an extremely helpful program for those entering leadership positions.
  Dr. Glenn Forister, University of Texas Health Science Center, San Antonio
• This program will provide an excellent foundation for setting my own professional growth goals as I move into a new position as Dean.
  Dr. Leslie Portney, MGH Institute of Health Professions
• The workshop was very well organized. This was a true leadership course that touched on the most important issues of academic leadership. I was very impressed with the quality and the depth of instruction balanced with group discussions and self-assessments. For me, as a department administrator, it was extremely valuable to examine the faculty (including Chairs and Deans) perspective on administrative issues and leadership.
  Dima Long, University of Washington, School of Pharmacy
• CAAMP was one of the best continuing education experiences I have ever had. I learned about how I can be a more effective leader and how the culture and other unique aspects of higher education affect change.
  Dr. Steven E. Roberts, Boston University Goldman School of Dental Medicine

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Questions?

For more information, please contact us by email (info@academicleaders.org) or telephone (404-350-2098).

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