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ARCHIVES* a biweekly newsletter for faculty and staff Vol. 10 No. 9 November 5,1996 The Faculty Gets Involved: How the BET Programs are Making a Difference As the Business/Engineering & Technologies Division has been making some fundamental changes in the way decisions are made, the faculty teams have become the catalyst for change. Under the premise that their program needs to be the best, the division faculty has been di-vided into teams. At the head of these teams are team leaders who, with the division chair, schedule, organize, and lead the other members of their team as well as do all the administra-tive duties that will enable them to accomplish their goal~to improve their program as a whole. Timothy Wiedman, Associate Professor of Business Management says that this program is indeed empowering, if not a bit overwhelming at first. "I think at first, it's a little bit scary for some of the faculty. Some of them are used to having someone tell them what to do. Now they have a chance to be involved with a lot of the decision making and realize that the conse-quences are their own. Right now it's very overwhelming." Ann Barnard, Associate Professor of Administrative Support Technology, asserts that the team concept is the way to go. "Everyone has a better understanding, everyone has a stake in the program and they want to make a difference. It really encompasses everyone who is a part of the program. "I find that everyone is more open," Barnard continues, "we have to share what's going on, we all have a responsibility to our program . . . it's not somebody else's, it's ours." "Our program caters to a field whose technology changes very quickly. Programs become obsolete. Faculty members can see what's working well, and streamline things very quickly. We, could have another program ready to replace an obsolete one. We can help modify things—adjust our programs and course content much faster than we could have before the BET team concept." Though everyone seems excited about the new S BET program teams, it is a lot of hard work, but between teaching and making last minute ad- ^ Í a S V ? ^ justments to this new concept, there have al-ready been some very innovative changes within the department. Ann Barnard asserts, "We have a lot of flexibility for our programs. Paul Kauffmann gives us the big picture and we set our goals and objectives. It's just all so new and not everyone is sure how to react. It is over-whelming. But this is the way we need to go."
Object Description
Rating | |
Title | Flagstaff vol. 10, issue 9 |
Title.Alternative | Flagstaff vol. 10, issue 09 |
Subject | Newsletters |
Description | Flagstaff was a college wide newsletter published from mid-1986 to mid-2002, when it was superceeded by an electronic version titled e-Flagstaff. |
Publisher | Thomas Nelson Community College |
Date | 1996-11-05 |
Category | Newsletters |
Coverage | United States; Virginia; Hampton |
Type | Text |
Format | application/pdf |
Identifier | flagstaff_19961105_10_09.pdf |
Rights | © 1996 Thomas Nelson Community College. Copying allowed only for noncommercial use with acknowledgement of source. |
Description
Title | Page 1 |
Transcript | ARCHIVES* a biweekly newsletter for faculty and staff Vol. 10 No. 9 November 5,1996 The Faculty Gets Involved: How the BET Programs are Making a Difference As the Business/Engineering & Technologies Division has been making some fundamental changes in the way decisions are made, the faculty teams have become the catalyst for change. Under the premise that their program needs to be the best, the division faculty has been di-vided into teams. At the head of these teams are team leaders who, with the division chair, schedule, organize, and lead the other members of their team as well as do all the administra-tive duties that will enable them to accomplish their goal~to improve their program as a whole. Timothy Wiedman, Associate Professor of Business Management says that this program is indeed empowering, if not a bit overwhelming at first. "I think at first, it's a little bit scary for some of the faculty. Some of them are used to having someone tell them what to do. Now they have a chance to be involved with a lot of the decision making and realize that the conse-quences are their own. Right now it's very overwhelming." Ann Barnard, Associate Professor of Administrative Support Technology, asserts that the team concept is the way to go. "Everyone has a better understanding, everyone has a stake in the program and they want to make a difference. It really encompasses everyone who is a part of the program. "I find that everyone is more open," Barnard continues, "we have to share what's going on, we all have a responsibility to our program . . . it's not somebody else's, it's ours." "Our program caters to a field whose technology changes very quickly. Programs become obsolete. Faculty members can see what's working well, and streamline things very quickly. We, could have another program ready to replace an obsolete one. We can help modify things—adjust our programs and course content much faster than we could have before the BET team concept." Though everyone seems excited about the new S BET program teams, it is a lot of hard work, but between teaching and making last minute ad- ^ Í a S V ? ^ justments to this new concept, there have al-ready been some very innovative changes within the department. Ann Barnard asserts, "We have a lot of flexibility for our programs. Paul Kauffmann gives us the big picture and we set our goals and objectives. It's just all so new and not everyone is sure how to react. It is over-whelming. But this is the way we need to go." |
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