Dean - Head of Department relationship

Deans are a vital support to new HoDs who need help in getting oriented to their new roles, in understanding the University’s expectations and in implementing the University's policies. The Dean plays a critical role in fostering a climate that supports HoDs by helping them to cope with new and changing demands and responsibilities. Deans serve as teachers and mentors through providing advice, guidance and promoting professional development opportunities, encouraging the HoDs to develop their leadership skills.

The Dean also serves as a critical link between University senior management, the Faculty and the academic departments. Monthly meetings are held between the Deans of Faculties and senior management to discuss issues of mutual concern.

The need for frequent communication between the Dean and HoD is obvious and this communication should deal with more than just the mechanical, routine features common to the department and Faculty. Infrequent communication can lead to the HoD feeling isolated and even overwhelmed. The initial onus for communication in this relationship is on the Dean, who should also lead discussions on the mutual expectations within the relationship.

The following may be regarded as reasonable expectations of this partnership:

• Sharing Knowledge: The HoD can expect the Dean to be willing to share critical knowledge and detailed information that is not readily available to a HoD but which could assist him/her in a greater understanding of the department and institution. Such information could include that which is specific to the department as well as information on how other departments are tackling similar challenges or new initiatives;
• Open Communication: The HoD plays an important role in communicating information. S/he is required to relay information to their staff from the Dean in a timely and accurate fashion as well as pass along information to the Dean and other appropriate administrative offices. Both parties can expect that information is shared in an open and transparent manner. The Dean can also expect the HoD to pass information onto departmental staff;
• Admin Support: The Dean may be able to assist in reducing the unnecessary record keeping and paperwork needed from the HoD. This includes ensuring that the administration does not inundate HoDs with low priority, often overlapping requests for data and reports;
• Departmental reviews: Revies between the Dean and HoD are encouraged, where the open sharing of data, ideas and plans occurs. Such reviews help the Dean to give praise for meaningful accomplishment, provide guidance where it is needed and in general, help to create an atmosphere that nurtures a sense of partnership and negates a sense of professional isolation;
• Knowledge of Policy: The Dean can expect the HoD to know University and Faculty policy, to adhere to it and where relevant, to ensure its implementation at the departmental level;
• Departmental Problems:Although Faculty dictates general policy, Deans should not interfere in the internal affairs of the department. The HoD is expected to attempt to resolve departmental problems. However, where requested to do so, the Dean can be asked to mediate internal disputes. Certain sensitive situations or problems may legitimately be brought to the attention of the Dean and in making a final decision, the HoD may not necessarily be included. In these situations, the Head must be willing to accept these careful, difficult decisions. Where there is unhappiness amongst the staff with decisions or the management style of the current HoD, they are advised to consult with the Dean before taking any action;
• Planning and Assessment: The HoD must evidence careful planning and assessment of departmental objectives to support departmental requests for resources. Furthermore, s/he must realise that these need to be positioned within the University’s mission and strategy;
• Consulation: Consult with your Dean before making far-reaching decisions.

 At Rhodes, the role of Dean may vary depending on the circumstances within the Faculty. For example, due to the high number of departments in the Humanities Faculty, there is a full-time Dean. In the one department faculties of Law and Pharmacy, the Dean and HoD may be the same individual. In other Faculties such as Education, Science and Commerce, the Dean is not full time, having other responsibilities such as teaching within his/her department.