Balancing Administrative and Faculty Interest in Entrepreneurial Programs
Tuesday, January 10, 2012
Posted by: Kristina Moy
Balancing Administrative and Faculty
Interest in Entrepreneurial Programs
By Gregory Timberlake, Psy.D., Dean of
Business, Industry & Technology
North Central State College, Mansfield, OH
roles as either administrators or faculty members impact our objectives and
reasons for becoming engaged in entrepreneurial work. These differences in role
demands can be a source of conflict and misunderstanding. Administrators, as
noted in the NACCE Author Guidelines for the NACCE journal, Community College Entrepreneurship, are
often "charged with establishing” and "building community support for, and
finding funding for” entrepreneurial activity.1 This web document
also recognizes that "faculty members who teach entrepreneurship education” are
likely "interested in new ideas about” curricular issues in e-ship learning and
"engaging” students in those activities.2 These are notably
different goals and can lead to conflict if not managed well.
As a relatively new dean at a college, with a
relatively new entrepreneurship program and having arrived after the first wave
of entrepreneur activity had washed through the college, I have learned that
these difference are real, can be harmful to relationships between
administrators and faculty and might be better understood and reduced with a
hyper focus on the end results, which are likely to be shared by both groups
and likely to include new business startups by our students and regional
economic development as a result of those businesses.
While I suspect that everyone wants these end goals
of businesses and jobs, the differences in our objectives can be divisive. For
instance, administrators likely come in these three varieties, presidents,
deans, and fundraisers.
a key role for the dean is to help keep all players focused on the vision of
jobs and businesses; in a sense the dean might be best situated to act as
mediator, buffer or more constructively the focuser when that role is needed
because of different objectives within the vision.
president likely has the view from the highest point and wants the businesses
fundraiser has to help find the money for the new initiatives. Like many
colleges, we needed startup money for our programs; these costs included:
built an entrepreneur room.
traveled to visit other programs.
required release time for writing or revising our courses.
sought support for an entrepreneur club and speakers.
hosted a tour by the Extreme Entrepreneur Tour.
f. We are
paying to have a closer relationship with our local Small Business Development
Whenever we ask our fundraisers to go to the
community and find money, they have a vested interest in both understanding the
project and helping to shape it so they can be more successful in delivering
The path for moving forward is to keep the focus on
jobs and businesses, while discussing our different objectives in enough detail
to maintain the relationships.
1 & 2 http://www.nacce.com/?AuthorGuidelinesfo