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t is often said that being a professor is the best job and being a department head or chair is the toughest job in an academic institution. This observation stems from the fact that, particularly in U.S. research universities, faculty members have considerable freedom, outside of assigned teaching and service duties, to manage their own time and scholarly effort and directions. Meanwhile, department chairs operate in a buffer zone between deans and upper administration, faculty colleagues, students, and increasingly institutional and government regulators and alumni. This necessitates wearing many hats, as administrator, teacher, researcher, lawyer, entrepreneur, and juggling a multitude of responsibilities.

Universities should not be in the political activism business

Purpose: In this age of knowledge economy, universities play an important role in the development of a country. As government subsidies to universities have been decreasing, more efficient use of resources becomes important for university administrators. This study evaluates the relative technical efficiencies of academic departments at the Islamic University in Gaza (IUG) during the years 2004-2006. Design/methodology/approach: This study applies Data Envelopment Analysis (DEA) to assess the relative technical efficiency of the academic departments. The inputs are operating expenses, credit hours and training resources, while the outputs are number of graduates, promotions and public service activities. The potential improvements and super efficiency are computed for inefficient and efficient departments respectively. Further, multiple linear -regression is used to develop a relationship between super efficiency and input and output variables. Findings: Results show that the average efficiency score is 68.5% and that there are 10 efficient departments out of the 30 studied. It is noted that departments in the faculty of science, engineering and information technology have to greatly reduce their laboratory expenses. The department of economics and finance was found to have the highest super efficiency score among the efficient departments. Finally, it was found that promotions have the greatest contribution to the super efficiency scores while public services activities come next.Research limitations/implications: The paper focuses only on academic departments at a single university. Further, DEA is deterministic in nature. Practical implications: The findings offer insights on the inputs and outputs that significantly contribute to efficiencies so that inefficient departments can focus on these factors. Originality/value: Prior studies have used only one type of DEA (BCC) and they did not explicitly answer the question posed by the inefficient departments "Which of the resources should be given priority so that these inefficient DMUs become efficient?". This study uses both (BCC) and (CCR) in addition to relating efficiencies to input and output variables.

Purpose: In this age of knowledge economy, universities play an important role in the development of a country. As government subsidies to universities have been decreasing, more efficient use of resources becomes important for university administrators. This study evaluates the relative technical efficiencies of academic departments at the Islamic University in Gaza (IUG) during the years 2004-2006. Design/methodology/approach: This study applies Data Envelopment Analysis (DEA) to assess the relative technical efficiency of the academic departments. The inputs are operating expenses, credit hours and training resources, while the outputs are number of graduates, promotions and public service activities. The potential improvements and super efficiency are computed for inefficient and efficient departments respectively. Further, multiple linear -regression is used to develop a relationship between super efficiency and input and output variables. Findings: Results show that the average efficiency score is 68.5% and that there are 10 efficient departments out of the 30 studied. It is noted that departments in the faculty of science, engineering and information technology have to greatly reduce their laboratory expenses. The department of economics and finance was found to have the highest super efficiency score among the efficient departments. Finally, it was found that promotions have the greatest contribution to the super efficiency scores while public services activities come next. Research limitations/implications: The paper focuses only on academic departments at a single university. Further, DEA is deterministic in nature. Practical implications: The findings offer insights on the inputs and outputs that significantly contribute to efficiencies so that inefficient departments can focus on these factors. Originality/value: Prior studies have used only one type of DEA (BCC) and they did not explicitly answer the question posed by the inefficient departments "Which of the resources should be given priority so that these inefficient DMUs become efficient?". This study uses both (BCC) and (CCR) in addition to relating efficiencies to input and output variables. ; Peer Reviewed

Purpose: In this age of knowledge economy, universities play an important role in the development of a country. As government subsidies to universities have been decreasing, more efficient use of resources becomes important for university administrators. This study evaluates the relative technical efficiencies of academic departments at the Islamic University in Gaza (IUG) during the years 2004-2006. Design/methodology/approach: This study applies Data Envelopment Analysis (DEA) to assess the relative technical efficiency of the academic departments. The inputs are operating expenses, credit hours and training resources, while the outputs are number of graduates, promotions and public service activities. The potential improvements and super efficiency are computed for inefficient and efficient departments respectively. Further, multiple linear -regression is used to develop a relationship between super efficiency and input and output variables. Findings: Results show that the average efficiency score is 68.5% and that there are 10 efficient departments out of the 30 studied. It is noted that departments in the faculty of science, engineering and information technology have to greatly reduce their laboratory expenses. The department of economics and finance was found to have the highest super efficiency score among the efficient departments. Finally, it was found that promotions have the greatest contribution to the super efficiency scores while public services activities come next. Research limitations/implications: The paper focuses only on academic departments at a single university. Further, DEA is deterministic in nature. Practical implications: The findings offer insights on the inputs and outputs that significantly contribute to efficiencies so that inefficient departments can focus on these factors. Originality/value: Prior studies have used only one type of DEA (BCC) and they did not explicitly answer the question posed by the inefficient departments "Which of the resources should be given priority so that these inefficient DMUs become efficient?". This study uses both (BCC) and (CCR) in addition to relating efficiencies to input and output variables. ; Peer Reviewed

Across the United States, many generalized programs have focused on retention of minority students in the sciences with varying degrees of success. Paradoxically, this challenge exists despite expanding career opportunities in industry, academia, and government for those skilled at the intersection of biology and mathematics. Here we describe a cross-departmental learning alliance (iBLEND- an Integrative Biomathematics Learning and Empowerment Network for Diversity) which directly targets these recognized challenges. Our goal is for the iBLEND project to have significant spillover effects for our university by developing new interdisciplinary collaborations that benefit our students. The iBLEND is a proactive, intensive approach in order to bridge campus chasms for both faculty and undergraduate students by positively influencing academic programs through interdisciplinary training coupled with strong evaluation and assessments. By leveraging our recent surge of competitive research activity, innovative instruction, and collaboration, the iBLEND advances our transformation to the next level by establishing a broader bridge for our undergraduates at the interface of mathematics and biology. In working together, the math and biology students learned to bridge language barriers inhibiting interdisciplinary explorations. Students were closely involved with faculty mentors in core laboratories and developed cross-disciplinary research skills that enhanced their post-graduate career opportunities. Using systems biology tools combined with targeted mathematics classroom work, students merged data from their lab bench experiments with mathematical models to determine how various changes impacted an overall organism and its functions. The students had hands-on training with a myriad of computational, simulations, data mining and data analysis tools needed in approaching their projects.

Empowerment of employees has been a primary concern of business for many decades, under thepremise that involvement of employees in decision making leads to superior performance and results.Acceptance of the practical value of empowerment by colleges and universities is more recent andmore rare, despite the centrality of ideas such as faculty governance and recognition of the faculty'sessential role in the academic enterprise. Empowerment in academe is defined as the processwhereby stakeholders are encouraged and supported in utilizing their knowledge, skills, and creativityto embrace ownership and accountability for the well being of their department and institution. Theprocess requires stakeholders to collaborate in order to establish clear goals and expectationsfocused on the institution's vision and mission but within agreed-upon boundaries. This alignment ofdepartmental and institutional goals is a key ingredient of empowerment, one that Black (1987) calls"enacting the vision" in organizations.