ORGANIZATIONAL MODELS FOR THE OFFICE OF THE DEAN 39 …detail orientation combined with an ability to take a broad view; timely completion of tasks; calm under duress (no, we are not making this up); skill at prioritizing; innovativeness in thinking of new ways to do things combined with a respect for old ways; a commitment to carrying through on ideas; and, need we add, a sense of humor. — Job positing for an Associate Dean position Deploying Personnel in the Dean’s Office 3 T his chapter defines the types of decanal staff—including associate and assistant deans, administrative fellows, and staff—who assist with managing and leading the dean’s office. It also covers how these positions tend to be titled and how responsibilities are determined. In a variety of combinations, deans hire fac- ulty to serve in administrative roles and professional staff to assist in supporting the re- sponsibilities of their college. But besides occupying a place on an organizational chart and having business cards, what do the other personnel of the college do? The extensive list of responsibilities of the dean’s office spelled out in Appendix B makes it clear that an office of one single person cannot hope to manage—and lead—a college across all those efforts. It is also axiomatic that using staff members effectively and efficiently is critical to the success of the dean’s office and to your longevity as dean, especially considering the cost and concerns about the over- proliferation of administrative positions. To provide a general guide to decanal staffing, Figure 3.1 offers a model that predicts the rank and title of many decanal staff. The two dimensions of responsibility for faculty/academic issues and of level of autonomy capture the assignments for decanal staffing. First, the degree to which the area of responsibility is for faculty/academic issues would be, on the high side, assign- ments related to research, curriculum, faculty affairs, and strategic planning. In con- trast, areas of low faculty/academic responsibility include human resources, student services, and budgeting. The second dimension is the level of autonomy of decisions, or the degree to which decanal staff members can “speak with the voice of the dean”