P. GAZETTE

WHAT MAKES THE U.P. RUN

D. P. GAZETTE

PORTRAIT OF AN ACADEMIC ADMINISTRATOR

By ABELARDO G. SAl\'IONTE

Chancellor, V.P. at LOB BaiLos

Development Conference of U.P. Deans, Directors, Hotel, Baguio City, 28 July 1974)

VOL. V, NO.7

and College Seeretariee, Pines

This three-day conference, to me, has been very fruitful.

I trust that yon have found it equally so. We owe a vote of thanks to President Salvador P. Lopez for giving his full support and encouragement to this endeavor. Not only has he approved the holding of this conference which is a

"first" in U.P.'s history; he has also actively participated in all the plenary and work group sessions-another "first"

for a U.P. President. Similarly, one of the most senior members of the Board of Regents, Dean Tomas S. Fona- cier has been with us throughout the conference. Of course, we have not failed to notice the charming and inspiring presence of Mrs. Maria Luna Lopez and a number of the administrators' wives.

To the Management Education Council, paper writers and other speakers, our congratulations for a job well done. It has been observed that many U .P. colleges and institutes have long been training executives and managers from other agencies, but have neglected the homefront.

I hope that this initial effort of the Council to promote management development among our own college and university administrators will be continued and even ex- panded.

For the importance of the management development of deans, directors, and college secretaries cannot be over- emphasized. Most of us started our careers as specialists in our respective disciplines or professions. When we later assumed supervisory or management responsibilities, we had to perform the functions of a generalist. How do we distinguish a generalist from a specialist? A specialist is one who knows more and more about less and less;

while a generalist is one who knows less and less about more and more. As generalist administrators, we have to broaden and be familiar with a wide variety of things- from custodial service to academic planning, from the mundane to the sublime.

I need not repeat the many ideas and recommendations that we discussed in the last three days. This has been done by the work group reports. I would like, at this time, to place this conference in larger perspective. Our activities in the last three days should be considered as a part of our self-development as managers. Indeed, one of the basic premises of executive development is that the development of an administrator or manager is self-moti- vnted and self-realized.Itgoes back to the Socratic adage:

"Know thyself." And in seminars or conferences such as this, we get together with fellow administrators who could serve as mirrors in our individual effort to know more of our respective selves. In other words, as prac- tising academic administrators, we were not convened here primarily to be taught by management specialists. We came here to learn from each other. And after three days of hard work, I hope we understand ourselves better.

Executive development, moreover, is a continuing process; we learn from various situations, whether they be formal seminars, informal group discussions, on-the-job activities, or face-to-face contacts. Thus, after this management development conference, let us not think that

we now know all about the management process. Let us rather consider our participation in this conference as the end of a good beginning, as an experience that will mo- tivate us to know more about the realities, intricacies and requirements of management. Indeed, any administrator who thinks that he has finished his management education is finished but not educated.

In this conference, we concentrated on the five aspects of the management process, namely: planning, organizing, staffing, directing, and controlling. But we realize that, in actual administrative life, management is a seamless web, that these five management aspects are interacting elements of a single, unified process. Many of our problems as administrators can not be categorized as merely problems of planning, of staffing, of controlling, and so forth. Thus, we need to adopt the systems approach in analyzing our problems and in carrying on our tasks as administrators.

There is today an "information explosion" in the management sciences. Regardless of our training and experience as college or university administrators, there is much to know more about concepts and techniques of managing a college or a university. We must be keenly aware of the need to obtain adequate and timely management information for sound decision-making. We have to be familiar with the social, political, economic and technical environment of college or university administration which should include an understanding of the dual struc- tures of power in the University, namely: (a) the bureau- cratic or executive, and (b) the collegial or professional.

And we need to recognize that our colleges, institutes, or centers must be managed not only as integral parts of the U.P. System, but also within the context of Philippine society.

Knowledge and awareness, however, are not enough.

They must be complemented by proper attitudinal and value orientation. Unfortunately, there is often a gap between what one knows and how he behaves. For in- stance, an administrator may know all about the latest approaches to good interpersonal relations, but he may fail miserably in actual practice. For no knowledge in the head can make up for a lack of feeling in the heart.

What are the desirable attitudinal and value orientation and the attributes that the academic administrator should develop? Instead of presenting a long inventory of atti- tudes and attributes, let me give a general portrait of a good academic administrator in the Philippine setting.

First, he is development-oriented. Not only does he get things done, but sees to it that these things are related to the effective attainment of developmental goals. He is purposive and positive in his thinking. While he considers short-term needs and problems, he usually takes the long view. He is creative and innovative, ceaselessly searching for new ways to improve current programs and to trigger further development.

Secondly, the good academic administrator appreciates the value of theory and models, but is realistic and prag-

• •

JULY

31, 1974 V.P.

GAZETTE

121

• •

matico He studies carefully the actual situation. He knows how to balance the technical with the socio-political con- siderations, how to temper aspirations with economic realities. At the same time, he is resourceful; he believes that resources beget more resources. Thus, he has mastered the art of managing under conditions of scarcity and uncertainty, striving to get the most out of available resources while exploring sources of additional funds.

Thirdly, the good academic administrator is an effective leader, sensitive and responsive to the needs of his organization. He has a genuine concern for the well-being of his colleagues and constituents. He communicates and consults with other members of his organization, and listens to their views, complaints, and suggestions. He is open-minded and considers all possible alternatives; yet he is decisive when it is time to take action. He has integrity, and enjoys high credibility because he is sincere and fair in his dealings with his colleagues and subordinates alike. Hence, he fosters mutual trust and confidence. At the same time, he motivates and inspires each member of his unit to develop his full potential, and thus contribute his best to the organization.

Lastly, a good college administrator has overcome the

nat-rowing confines of parochialism and particularism.

While he zealously guards the interest of his college or unit and strives to expand its progress and increase its resources, he fully realizes that the development of his unit must be closely geared to the overall development of the University. He is also aware that the U.P. System is part of the Philippine educational system which, in turn, has a particular role in the development of the Nation.

Thus, he has a sense of mission; for he sees clearly the link between the objectives of his unit and the larger goals of the university and of the Nation. He has, there- fore, a firm commitment to national welfare and development. Consequently, while he possesses strong institutional loyalty, he is able to subordinate his individual or unit interest to the common and larger good.

This, my friends, is a general sketch of a good, effective administrator in a Philippine university setting. Do you find resemblance with your own portrait? Do you see opportunities for developing these features? What are the prospects of improving or refining your self-portrait as an academic administrator? The answer is yours.

I earnestly hope that the response will be more affirmative as you continue with renewed vigor to develop yourself.

TABLE OF C01\TENTS

(Continued from Front Cover)

HISTORICAL PAPERS AND DOCUMEl\l'S

Citation for Rufino Tamayo 115

A Ph·ilosophy for Humosi SH1·vi-I.:al

(By Leopolda Y. Yabes, Dean oj the Graduate School) . . . .. . . .. 115 What Makes the U.P. Run

(Op.cning Rerna,rks by Presldent Sal'vadorP. Lopez at the Opening Plena-ry Session of the Manage-

ment Dc'velopment Conference of Deans, Directors, and College Seeretariee, Pines Hotel, Baguio City.

26 June 197"1;.) •...•...• ,... 118 Portrait. of an Academic Administra-tor

(Speech delivered by Chancellor Abelardo G.

Scmumte at the Mmuuiemeoit Development Confer- ences of U.P.Deans, Directors, and College Secre- taries, Pines Hotel, Beouio City, 28 July 1974) ... 120

• •

PL£>. m::T.Ul'tN TO OSO'

""';'('()1''')S

t!. ..;"',

1.

do.l

' - " ' _ - . . . ~ ...1

'.

~]ffi®

university of the philippines

fBl%stte

VOL. V, NO.8

QUEZON CITY. P4lLlPPINES AUGUST

31,

1974

bli b d monthly by the Iuformatiou Office, The Univeroity of the Philippine. Gazette is pu IS e

University 01 the Philippines. Quezon City. Phthpptnes.

Page

I

142 142 142 142 142 142 139 140 140 140 140 141 Pa.g"

139 139 139 139 139

CONTRACTS AND AGREEMENTS

Memorandum oj Agreement with National Man·

power and Youth Council and the National Cen-

sus and Statistics Office , ,.

Memorandum of Understanding with Philippine Council for Agricultural Research ., ,.

Agreement with V. Iluetre & Sons Corporation "', '.

Contracts Entered into Between 'UPLB and Outstde Agencies , .. , , . ' , . ' ' ' .. ' .

(Continued on back cover) Scholarships, Fellowships, Gifts and Grants Collection of Fees ",.,.",., ",.,' " " " ,

Revised Schedule of Rates ..

Creation of Class Community Relations Officer,., , Teaching Load Services in V,P. Btementoru School Occupational Hazard Differentia.l Among Institution lYorkers Assigned in Psychia,try Units , .. ,., ..

Creation. of Titles as lVriter-in-ReS'idence, Artist-in- Residence, Mu-sician-1~n-Residence, Etc ".,.,.

Adoption of New Salary Scale, , ... , , " ". " ..

Internal Opera,ting Budget of the University System Revised Rules on Automat1c Pre-Reti-rement

Increase in SaIa,ry for Administrative Personnel

PRESIDENTIAL APPOINTMENTS . SEPARATIONS FROM THE SERVICE

Resignations " , .. , .. " .. , , . Retirements , , , , . , .. , , , , .. ' . ,

125 138 124 123 12·j 125 12.?

123 123 Memorandum Circulars

Memorandum Circular No.25.' A Film. DocurnentaT1J

on the UP .

Memorandum. Circular No. 26.' Tronster of Univer~

sity Personnel .

Memora,ndum Circular No. 27.' Teaching Assista.nts Memorandum Circular No. 30: Suspension of Classes During Inclement lYeather .,.",.",.

Memorandum Circular No. 33,' Appeal for Relief Assistance to Flood Victi-ms .".,."., .. ".".

Administrative Orders

Administrative Order No. 227.' Authority to Per- form the Official Duties of the Assistant to the

President , .

Adm,inistrative Order No. 228: Designa.tion as Chairman, Preeident'e Committee to Supervise the lmplementation of the University Housing

Proqram. , , .

Memorandum

DesignaHon as Officer-in-Charge, Office of the Vice-President for Administration ., .. , .. ".'.

DECISIONS OF THE BOARD OF REGEl'I"S

Appointments and Reappointments " .. , .. ".,,'"

Transfer to Permanent Stat-u.s ",.,."" .. ,"'"

ADMINISTRATIVE ISSUANCES

I

UNIVERSITY OF THE PHILIPPINES

BOARD OF HEGENTS The Honorable Juan L. Manuel, Chairman

Secretol'y 0/ Education

The Honorable Salvador P. Lopez, Vice-Chairman P-residenf., U'niverslfy of the Philippines The Honorable Jose D, Drtlon. Jr.

Undersecretary of Agr£cutture The Honorable Abelardo G. Samonte

ChullcelloT, University of the Philippines at Los Boilos The Honorable Ruben Santos Cuyugan

Chancel101', Philippine Center lor Advanced Studies The Honorable Abraham F. Sarmiento

President., V.P. Alumni Association The Honorable Tomas S. Fonacier The Honorable Orlando J. Saeay The Honorable Gerardo P. Sicat The Honorable Ambrosio F. Tangco The Honorable Ronaldo B. Zamora

Dr. Oscar M. Alfonso, Secretary

OFFICERS OF TIlE ADMINISillATlON Dr. Salvador P. Lopez, President

Dr. Abelardo G. Samonte, Chancellor, University of the Philippines at Los Ba'n.os Dr. Nathaniel B. Tablante, Vice·President for Academic Affairs

Dr. Ramon C. Portugal, Vice-President for Administration Dr. Oscar M. Alfonso, Secretary of t,he U11'iversity

Prof. Manuel P. Bendafia, Dean of Admissions Prof. Armando J. Malay, Dean of Students

Mrs. May C. Dumlao, Director of A In?nni Rela,tions

Dalam dokumen 1974.pdf - UP OSU (Halaman 134-138)