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Leadership and Strategic Management: Keys to Institutional Priorities and Planning
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Allocating and managing resources has always been an important cornerstone of institutional leadership.
Institutional resources include financial, physical and human components. Even in the best of times, it is a challenge to
do this effectively. In times of diminished and shrinking resources, the difficulties of distributing these precious
commodities across the institution in the most equitable and productive manner possible is fraught with complications.
As higher education funding streams expand and present more options, they also create new challenges. Leaders today
must be well-versed and comfortable in the emerging realms of philanthropy and entrepreneurialism. Beyond monetary
resources, leaders and senior managers must monitor and understand the external environment in order to make
discerning decisions about the viability of further infrastructure investments in the face of changing student
demographics or the complexities of personnel within the dynamic culture of social organizations.
There are many methods for dispersing resources. This paper will address the idea that before specific
mechanisms of resource allocation are contemplated, an institution must establish that it has effective leadership which is
capable of orchestrating a comprehensive institutional planning process. There is a logical sequence to this entire process
that cannot be short-circuited with a “ready, fire, aim” approach to resource allocation. In fact, resource allocation should
emerge from a carefully crafted institutional plan that sets defensible priorities and strategies. Planning should define the
budget, and not the reverse. Ultimately, allocations are made to those entities that clearly show they have a strategy for
contributing to institutional momentum as defined in the plan, and have fulfilled their obligations, met their goals and
contributed to that overall institutional plan.Two of the authors conducted a nation-wide study of the extent to which Portuguese higher education
institution (HEI) rectors and presidents understood and were participating in a planning process. A total of 61 HEIs were
involved that included both public and private universities and polytechnic institutes. An extensive survey was
administered to the chief executive officers (CEOs) of each HEI that probed not only their extent of involvement in a
planning process, but their engagement in a myriad of activities that are associated with institutional planning. Questions
about resource allocation and its role within the structure of institutional planning were extensive. The findings represent
a complex tapestry of knowledge and participation levels within a national higher education system that reflects a
diversity of institutional accomplishment. The authors provide an extended discussion of the findings and the importance
of strong leadership coupled with institutional strategic planning as guiding forces behind a realistic and impactful
“ready, aim, fire” resource allocation process. The authors conclude that resource allocations must be part of a
comprehensive planning process.
James S. Taylor - Personal Name
Maria de Lourdes Machado - Personal Name
Marvin W. Peterson - Personal Name
Maria de Lourdes Machado - Personal Name
Marvin W. Peterson - Personal Name
NONE
Leadership and Strategic Management: Keys to Institutional Priorities and Planning
Management
English
2012
1-36
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