FACULTY PERCEPTIONS OF ACADEMIC DEAN - The IDEA Center

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The Dean’s Attention to Organizational Matters: 1 2 3 4 5 CJ NA 1 = A Definite Weakness 2 = More a Weakness than a Strength 3 = In Between 4 = More a Strength than a Weakness 5 = A Definite Strength CJ = Cannot Judge (too little opportunity to observe) NA = Not Applicable (not relevant to this dean) 10. ○ ○ ○ ○ ○ ○ ○ Keeping faculty informed of important developments. 11. ○ ○ ○ ○ ○ ○ ○ Obtaining faculty opinion on relevant issues or concerns. 12. ○ ○ ○ ○ ○ ○ ○ Providing support services which help the faculty function effectively. 13. ○ ○ ○ ○ ○ ○ ○ Maintaining an appropriate sized staff in the Dean’s Office. 14. ○ ○ ○ ○ ○ ○ ○ Providing departments ample opportunity to explain their needs. The Dean’s Program Leadership: 1 2 3 4 5 CJ NA 15. ○ ○ ○ ○ ○ ○ ○ Leading in developing goals, expectations, and priorities which describe the college’s mission and role. 16. ○ ○ ○ ○ ○ ○ ○ Leading in developing plans and strategies for achieving the college’s goals over the next few years. 17. ○ ○ ○ ○ ○ ○ ○ Communicating goals and priority expectations for each department or division. 18. ○ ○ ○ ○ ○ ○ ○ Keeping informed about each department’s plans, priorities, accomplishments and needs. 19. ○ ○ ○ ○ ○ ○ ○ Conducting a credible review/evaluation of departments on a regular basis. 20. ○ ○ ○ ○ ○ ○ ○ Allocating resources in ways which are consistent with the college’s goals and priorities. The Dean’s Personnel Management Performance: 1 2 3 4 5 CJ NA 21. ○ ○ ○ ○ ○ ○ ○ Selecting and retaining department or division heads. 22. ○ ○ ○ ○ ○ ○ ○ Arbitrating disputes between faculty and department heads. 23. ○ ○ ○ ○ ○ ○ ○ Assisting in the recruitment of new faculty members. 24. ○ ○ ○ ○ ○ ○ ○ Making promotion and tenure recommendations/decisions. 25. ○ ○ ○ ○ ○ ○ ○ Making appropriate efforts to retain outstanding faculty members. 26. ○ ○ ○ ○ ○ ○ ○ Implementing Affirmative Action/Equal Opportunity policies. Use the space below to elaborate on any of the ratings you made of the dean’s administrative effectiveness or to comment on other aspects of his/her performance.
II. The Dean’s Personal Characteristics In this section, please describe the dean’s personal attributes by marking the appropriate number on each scale. Mark “Cannot Judge” (CJ) if you have little or no basis for making a rating. 1 2 3 4 5 6 7 CJ 27. ○ ○ ○ ○ ○ ○ ○ ○ Decisive (1) vs. Indecisive (7) 28. ○ ○ ○ ○ ○ ○ ○ ○ Organized (1) vs. Disorganized (7) 29. ○ ○ ○ ○ ○ ○ ○ ○ Remote (1) vs. Approachable (7) 30. ○ ○ ○ ○ ○ ○ ○ ○ Honest (1) vs. Untruthful (7) 31. ○ ○ ○ ○ ○ ○ ○ ○ Unfair (1) vs. Fair (7) 32. ○ ○ ○ ○ ○ ○ ○ ○ Autocratic (1) vs. Democratic (7) 33. ○ ○ ○ ○ ○ ○ ○ ○ Caring (1) vs. Unfeeling (7) 34. ○ ○ ○ ○ ○ ○ ○ ○ Manipulative (1) vs. Straightforward (7) 35. ○ ○ ○ ○ ○ ○ ○ ○ Consistent (1) vs. Inconsistent (7) 36. ○ ○ ○ ○ ○ ○ ○ ○ Lethargic (1) vs. Vigorous (7) 37. ○ ○ ○ ○ ○ ○ ○ ○ Ambiguous (1) vs. Clear (7) 38. ○ ○ ○ ○ ○ ○ ○ ○ Self-centered (1) vs. Institution-centered (7) 39. ○ ○ ○ ○ ○ ○ ○ ○ Understanding (1) vs. Insensitive (7) 40. ○ ○ ○ ○ ○ ○ ○ ○ Receptive to ideas (1) vs. Opinionated (7) 41. ○ ○ ○ ○ ○ ○ ○ ○ Trustworthy (1) vs. Untrustworthy (7) 42. ○ ○ ○ ○ ○ ○ ○ ○ Passive (1) vs. Active (7) 43. ○ ○ ○ ○ ○ ○ ○ ○ Aloof (1) vs. Warm (7) 44. ○ ○ ○ ○ ○ ○ ○ ○ Predictable (1) vs. Erratic (7) III. Overall Impression 45. How has the quality of the college’s programs changed during the dean’s tenure or time you have been here? ○ Definitely improved ○ Somewhat improved ○ No change ○ Somewhat declined ○ Definitely declined 46. Has the dean’s role in this change been…? ○ Very important ○ Important ○ Of minor importance ○ Not important 47. What is your overall evaluation of the dean’s effectiveness? ○ Poor ○ Mediocre ○ Good ○ Excellent ○ Unable to judge
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