MVC

MANAGING THE VICE CHANCELLOR:EXTERNAL AND INTERNAL RELATIONS : 

MANAGING THE VICE CHANCELLOR:EXTERNAL AND INTERNAL RELATIONS By   Abiodun Olarewaju B.A.(Ed); M.Sc. International Relations;MBA;Dip.Jsm. Public Relations officer, Obafemi Awolowo University. Ile – Ife.

DEFINITION OF KEY TERMS : 

DEFINITION OF KEY TERMS Managing/Manager: formed from ‘manage’ To succeed in doing something, especially something difficult. ii.) To control or be in charge of a business, a team, an organization. iii.) To keep somebody or something under control: to be able to deal with somebody or something. Manager: The meaning of the word that is relevant here is “a person who deals with affairs of an actor, musician.

DEFINITION OF KEY TERMS(contd.) : 

DEFINITION OF KEY TERMS(contd.) Vice-Chancellor: A Vice-Chancellor is the head of a university, who is in charge of running the university. A Vice-Chancellor could be seen as an “actor” whose main official activities and assignments must necessarily and compulsorily involve relating with all stakeholders of the university (The Visitor, Chancellor, Pro-Chancellor, Alumni, Friends, Staff and Students, Members of the immediate University community, Research and Business Partners).

DEFINITION OF KEY TERMS(contd.) : 

DEFINITION OF KEY TERMS(contd.) External relations- involves the University’s activities and dealings that are connected with people who are outside the university’s immediate community. Internal relations- the activities of the Universities that involve or concern only the people who are part of the university structure in its immediate community.

Managing the Vice-Chancellor : 

Managing the Vice-Chancellor Managing a Vice-Chancellor should be in relation to the positive perception of both internal and external publics. A Vice-Chancellor is the personification of the University and his/her behaviours are an extension of the image of the University, as the opinion of the external public can be traceable to the personality of the Vice-Chancellor. The person who will be qualified to manage the Vice-Chancellor must be a professional who can handle the external and internal relations of the University on behalf of the Vice-Chancellor excellently. He/she must be a trained relationship builder as the image maker of the University.

Functions of a V.C.’s Manager(P.R.O.) : 

Functions of a V.C.’s Manager(P.R.O.) Attending to enquiries and requests from the public relating to the University. Issuing official press releases and handouts for public information. Compiling, vetting, and publishing the University’ News-letter and News bulletin. Making publicity arrangements for all University ceremonies, including Convocation, Matriculation, Conferences, Inaugural lectures, Workshops, Seminars and Guests/ Faculty lectures. Providing full coverage for all University-sponsored Conferences, Lectures, Workshops and Ceremonies. Receiving V.I.P. Guests to the University and conducting them on guided tours of the University.

Functions of a V.C.’s Manager(P.R.O.)contd. : 

Functions of a V.C.’s Manager(P.R.O.)contd. Writing Specific Speeches for the Vice-Chancellor Organizing periodic courtesy visits of the Vice-Chancellor to Print and Broadcast stations. Organizing the Vice-Chancellor to feature on Radio and Television programmes. Encouraging sponsorship of feature articles in the Print media(Magazines and Newspapers.)

Key Actors/Areas of External Relations : 

Key Actors/Areas of External Relations THE PRESS THE IMMEDIATE ENVIRONMENT GOVERNMENT OFFICIALS TRADITIONAL INSTITUTIONS LINKAGES

Key Actors/Areas of Internal Relations : 

Key Actors/Areas of Internal Relations The Students. The Staff Unions. The Alumni. Other Influential members of Staff and University Community. Non-rigid application of University rules and regulations (in a few cases) e.t.c.

Qualities of a good Vice-Chancellor’s Manager (P.R.O.) : 

Qualities of a good Vice-Chancellor’s Manager (P.R.O.) He/she must be excellent in communication skills. He/she must be very friendly and lively. He/she must be very pleasant and approachable. He/she must be very accommodating and polite. He/she must compulsorily always dress corporately. Natural charisma and composure will be added advantages. He/she must also be trustworthy and of high integrity, demonstrate super and superb human relations at all times. He/she must be knowledgeable and master the Rules and Regulations of the University. Critical thinking, problem-solving and decision-making skills are central and essential to succeed as a Public Relations Professional.

Qualities of a good Vice-Chancellor’s Manager (P.R.O.)contd : 

Qualities of a good Vice-Chancellor’s Manager (P.R.O.)contd Conduct major self-assesssment regularly. He/She must be focused on customer relations. Maintain open-door policy. Enthusiasm for the task and love of the institution are essential prerequisites. Passion, loyalty and commitment to the Vice-Chancellor and the University are essential. Develop and possess excellent inter-personal relationship skills.

Reference points to guide Public Relations Practitioners. : 

Reference points to guide Public Relations Practitioners. Treat every person that comes into the course of performing your daily duties with dignity and respect. Always endeavour to uphold a standard of Excellence and Integrity. Be undaunted – don’t see problems. Instead, see an opportunity. Then take decisive steps that will make your aims/visions a reality. Develop in yourself an indefatigable spirit that will refuse to give up in spite of great and tremendous challenges. Realize that change is inevitable to achieve a better future i.e. paradigm shift – necessary changes for a better and improved future.

Reference points to guide Public Relations Practitioners. (contd.) : 

Reference points to guide Public Relations Practitioners. (contd.) Do not fear to take risks i.e. be aware of the present paradigms and don’t be afraid to change them. Have a strong faith. Be innovative to make change possible. Plan and work towards achieving the change for a better future/development of your institution i.e. come up with something new based on your innovation, imagination and courage. For instance, production and usage of jingles, inclusion of prayers for the graduands in the Vice-Chancellor’s speech e.t.c. are results of my being innovative an courageous.

Slide 14: 

THANK YOU