Archive for Managerialism

Staff Whereabouts

Posted in Education with tags , , , on April 19, 2016 by telescoper

There’s been a predictably strong reaction from academic colleagues to an announcement by the University of Edinburgh that it is introducing a new staff monitoring policy that will require employees to tell management if they leave their “normal place of work” for half a day or longer.

Some have argued that this is measure is simply unenforceable and that the University concerned will have to employ extra people if all academics have to notify a management person every time they travel somewhere off campus. Perhaps the plan is to have all staff fitted with microchips like we do with pets so we can find out where they are if they go wandering off, or get temporarily adopted by friendly neighbours.

I did some time ago draft an April Fool email in which I claimed  my current employer was going to extend the attendance monitoring we perform with undergraduate students (which is partly to assess usage of teaching spaces and thus improve timetabling efficiency) to include academic staff, so we could assess usage of office space on a similar basis. I never sent the email because I thought too many would think it was real and get very angry. Although being at least slightly credible is an essential part of an April Fool, causing a riot is not.

Here at the University of Sussex academic staff are obliged to inform the University (via an official form) if they are travelling elsewhere in the course of their duties. In practice this form comes to the Head of School, which is me in in the case of Mathematical and Physical Sciences. This bit of bureaucracy is primarily for insurance purposes, but also means we have a record of where to contact people in case of emergency.

Most staff comply with this procedure  if they are travelling abroad, but they don’t always do so when they’re travelling in the UK for a day or so, e.g. for doing a PhD examination or something like that. Staff also often fail to let us know if they are working from home, which some (especially theorists and mathematicians) do a lot in order to get on with their research without interruption. Although this doesn’t often cause problems, I think it is reasonable that we should be able to get in touch with staff when they’re doing that (in case, e.g., one of their academic advisees has a problem) but it seems to me excessive that they should have to inform someone at an official level every time they work off campus for whatever reason. Leaving a contact phone number for use during working hours is quite adequate.

It seems to me that behind this move by the University of Edinburgh there’s the managerialist suspicion that everyone must be a shirker at heart. In fact one of the problems I have as a manager is not persuading staff to work longer hours, but to  stop working  excessively long hours.  I don’t think I’ve succeeded, largely because I haven’t found a way of doing my job at the same time as achieving  a sensible work-life balance.

Anyway, the point is that academic contracts do not usually specify where staff should work. There is a good reason for this, which is that the job is very diverse and replies flexible work arrangements. Academic contracts do not usually specify fixed hours of work per week, either, for the same reason. Some don’t even give a specific holiday entitlement. Staff in technical and professional service areas generally have contracts that specify both. I floated an idea at a staff that academics should file an official log of official leave. It wasn’t a popular suggestion because academic staff thought there was an implication that they were skiving by taking excessively long holidays. In fact my motivation was quite the opposite: to try to ensure that they take all the leave to which they are entitled.

 

 

Death by Management

Posted in Education with tags , , , on March 4, 2012 by telescoper

I thought I’d do a quick post before I go out to pass on a story from the latest Times Higher. The news won’t come as a shock to anyone who actually works in a University, but it appears that the number of  “managers” working in Higher Education is growing rapidly:

Data released by the Higher Education Statistics Agency reveal there were 15,795 managers in higher education in December 2010 – up by almost 40 per cent on the 11,305 employed in the 2003-04 academic year.

That was compared to the 19.2 per cent increase in academics since 2003-04. It means there is now a manager for every 9.2 academics compared with a ratio of one to 10.8 seven years earlier.

It’s tempting to take the usual easy shot at “managers”, but I’m not going to do that, at least not immediately, because I’m not at all sure precisely how they define a “manager” in the context of this survey. In my School we have a School Manager, who looks after budgets and runs the School Office which carries out a large number of complex administrative tasks related to research grants, undergraduate and postgraduate admissions, student records, and so on. People like this are indispensible because if we didn’t have them these tasks would have to be done by academics, which would be a distraction from their proper business of teaching and research, and which they would almost certainly do extremely badly. Managers who work alongside academic staff and understand the realities of University life are therefore a good thing to have. They actually help.

The problem I have is that, as it seems to me, much of the growth in numbers of “managers” does not involve people in this sort of job at all. The greater part of the increase is in centralised administrative divisions or, as they’re called in Cardiff, “Directorates”. In fact Cardiff is nowhere near as bad in this respect as some other universities I’ve either worked in or heard about from colleagues, but it is an issue even here.

The problem we find with such folk is that they are so remote that they seem to have no idea what people working in  academic Schools and Departments actually do. For one thing they seem to think we just loaf around all day waiting for the chance to fill in some new forms or attend a some allegedly vitally important meeting at short notice (usually in teaching term, and usually mid-morning when lectures are in progress). In fact, there isn’t a day of the week when I don’t have teaching of some sort going on in teaching term. That’s not unusual for an academic in my Schoo, so it’s extremely difficult to attend such events at the drop of a hat without jeopardising teaching. The frequent requests to do so mean that I’d be surprised, in fact, if most of these managers actually knew when teaching term was.  Meetings scheduled outside term of course eat into research time, but given that managers think “doing research” means “having a holiday”, you might be surprised we don’t have more meetings during the student vacations. Of course the real reason for this is that they don’t want us to attend (see below).

Another result of the increase in administrative staff is a plethora of badly thought out “initiatives”, similar initiatives even arising from several directorates simulaneously as managers compete with each other to weigh down academics with forms to fill in. The worst of these involve idiotic schemes in which Schools have to prepare lengthy documents to bid for minuscule amount of money from the central University coffers, the cost in staff time  of administering such procedures far exceeding the financial or other benefits they can possibly deliver.

Worse, these central units are sometimes so badly run that they mess up the basic administrative tasks that they should be carrying out.  Schools are thus forced to duplicate the work that should be done by someone else to make sure that it’s done properly. The idea that centralised administration leads to greater efficiency rarely works in practice. In contrast to the staff in individual Schools, most of whom actually care deeply about what they do because they work directly with the people involved, to the administrators are sometimes – not always, by any means, but definitely sometimes – too remote to care.

So in the end I am going to take a cheap shot at creeping managerialism, but only insofar as it relates to the invasion of universities by people who have no understanding of the core activities of a higher education institution, but who think they have the right to dictate to people who do. Instead of meaningful cooperation with academics, we have phoney “consultations”: meetings usually scheduled in such a way that academics can’t attend (see above) or documents requiring a response with absurdly short deadlines. This kind of management does not lead to a more “professional” institution, it just leads to alienation. In short, these people don’t help at all, they’re a positive hindrance.

Over the last decade, the burden of red tape has steadily increased for all kinds of institutions, but only the NHS vies with Universities in taking the fetish of managerialism to absurd levels. Academics will soon have to take courses in management-speak before they can be employed at a University as the influx of business types continues to accelerate.

The greatest irony of all this is that in the UK universities (with some notable exceptions) are generally regarded by the wider world as examples of international excellence, whereas British businesses (again with some notable exceptions) are seen by those abroad to epitomize incompetence and failure….