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A lot of growth fast meltdown with relationship with directors - they say they’re doing what they’re supposed to, Natalia says they don’t and vice versa Natalia not aware she is affecting people Natalia - in-house registrar What it looks like: there are things that have been released for apcs to do, there are some things that haven’t been transitioned yet. apcs can’t enter info into CLSS. this is more of a people problem. Problems with internal mechanisms If people makes mistakes, Natalia feels she has to fix them. Emily doesn’t meet with Natalia and APCs regularly, but meets with natalia often. ELP emerging leaders program - Natalia participated - coaching for Natalia to catch on to social cues Master scheduling spreadsheet - central internal document - goes into CLSS - spreadsheet formatting is fussy - maybe hide columns that directors don’t need to see. Give feedback to directors to let them know what needs to be changed, but Natalia missed the deadline. Limited self-awareness |
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Tiffany - 14 years - design program director (new Fall 2020) - lots of growth, and curriculum changes - Hailey Emilie - POP - Architecture traditional program - steady enrollment, more predictable - UG and GR (associate dir for grad advising) - Angelle John - Real estate UG and GR - lots of growth (started as summer minor) - Fall 2020 launched Real Estate UG major - Kyja Casius - Real estate GR since 2014 - pretty consistent enrollment - summer minor largest summer program at TU - Kyja Casius - too many new tools, processes. Courses not posted until after graduation, so one was cancelled due to low enrollment. Difficulty in limited space. Still a lot of adjuncts, so scheduling conflicts. John - mitigations - tried scheduling classes then find adjuncts, which is hard to do. Gone from a one or two program school to 5-6 programs. Have a clear course carousel. Tiffany - excuses - saying my courses are entered because information is missing from other program directors. Courses not listed on time. Mistakes in published courses not getting fixed on time. APCs - refusal to train/access - request getting cancelled internally. Increasing credit requirements to 42 credits to increase content. Having to do a lot of petitions, but could be rectified with adjusting the course/audit. Emilie - long delays require a lot of emails/meetings with frustrated students creating “drowning” work. John - long-standing pre-reqs that disappeared causing problems with teaching and apologizing to faculty for unprepared students. Possible cultural issue - students and faculty used to having to be flexible, but that has ended. Pre-requisite issue - pre-reqs disappear. Weekly meetings with directors is too much. Natalia has an entanglement between personal and professional relationship. They don’t want to be cruel, but over-reliance in neurodivergence Directors meeting - agenda generated by Scott/Natalia Individual meetings - need agendas CLSS access - need this for APCs. Need faculty assigned to sections for grade entry Need updates to audits The Need to understand the catalog cycle NTC reviewing equivalency requests for course numbers that change? Larger problem with managing people in the SOA. Manager experienced with neurodivergent management Centralized model may not be working Maybe separate grad and undergrad programs APC oversight Natalia trying to cover the gap from the lack of Emily’s oversight Emotional outbursts in professional settings - may need mentoring and coaching Not sure what the catalyst was for the significant change Is there a way to get back on track with natalia in the position? no - maybe, with a strong hand Do your job, not looking for optimizations Try debriefs moving logistics have been disruptive (furniture, files, etc.) |