The Exploration And Research On Overseas Talents As Dean Of College Or School In Shanghai

Talents play a fundamental role in developing our cause. Overseas talents in particular constitute an important part of talent pool. It can greatly propel the development of disciplines by bringing in those with strong academic standards and relatively high administrative competence as deans of colleges and schools in institutes of higher learning. Many universities are already inviting overseas talents to work as deans of their colleges and schools (hereinafter referred to as"overseas deans") since the beginning of 21st century and they deem this practice as an important drive behind a faster development of their organizations. In their practice, some do come out with good results and some have their expectations not met.Based on the theory of roles and role conflict, the thesis is an exploration and research, conducted with questionnaires and interviews, on the status quo of overseas deans in the institutes of higher learning in China, Shanghai in particular, with elaboration on the significance and existing problems in such practices, and thus has acquired a preliminary understanding of this phenomenon. Based on the above, the thesis follows up with an introduction to the selection and management of deans in foreign universities, and also its views and suggestions in terms of the talent selection mechanism, the performance supervision mechanism and working mechanism. The paper will serve as a reference for competent authorities in improving their work.The thesis comprises 5 parts, namely, preface, body, conclusion, annex and bibliography. The body is further arranged into 4 sections. The 1st section (also the 2nd chapter) introduces the concept of college and schools and dean, and elaborates on the model of selection and management of deans in US institute of higher learning. Section two (also the 3rd and 4th chapter) is a research on the significance of bringing in overseas deans and the general information of such practices. Section three (also the 5th chapter) conducts an analysis of the conflicts in intra-role, inter-role and extra-role of overseas deans based on the theory of role and role conflict. Section four (also the 6th chapter) follows up with a study of how to improve the management model for overseas deans, and comes up with suggestions for the selection of deans, performance assessment, supervision, assessment mechanism and college operation mechanism respectively.This research paper remains a preliminary attempt in analyzing existing problems in the management of overseas deans, due to a lack of time and my poor research capability. And in particular, my communication with overseas deans themselves is far from being adequate due to the limitations in objective conditions, which leaves room for deeper and wider research in this aspect in future.