Chief information officer (higher education)

A senior information officer in senior education is a senior executive who is responsible for information and communications technology in the university, college or other higher education institution. The position may not necessarily be called a CIO in some institutions. The title is CIO Often coupled with Vice President / Vice Chancellor of Information Technology, is Primarily used at doctoral / research institutions, while the titles of Director or Dean are more common at the other five kinds of Carnegie Classification of Institutions of Higher Education ; MA I, MA II, BA Liberal Arts, BA General, and AA. [1] In addition, the CIO may use different positions and differing roles and responsibilities. Ultimately, There is no one definition for a CIO; It has a variety of meanings, functions, areas of purview, reporting structures, and required qualifications. [2] Some traditional executive positions in higher education, such as a chief financial officer position or chief academic officer / provost have been in existence for a long time and typically have a definite career path. In contrast, the position of CIO in higher education, which has only been around for 35 years, has no single career path or single model to explain what can be expected of CIOs in higher education, which makes it a challenge and an opportunity (Brown, 2009; Cash & Pearlson, 2004; Nelson, 2003). Brian L. Hawkins (2004),

There is no definite career path for CIOs, nor is there any certification, degree, or even a common body of knowledge that a CIO is more about CIO is more about Aligning :: personal traits, skills, career orientation, proven success, and vision with a given campus culture and climate. (Pp. 100)

CIOs and academic leaders in higher education institutions provide data on the current and expected levels of academic degrees of CIOs and their perceived required skill set. CIOs and COPs, and the CIOs and the CIOs. The CIOs and the CIOs are the first to develop the CIOs. The next two sections explore these two areas, that is, the academic degree and skill set required for CIOs in higher education.

Qualifications

A review of CIO vacancy positions and requirements between April 2009 and May 2010 from the Chronicle of Higher Education , Educause and HigherEdJobs.com found that only 44.30% of the positions required a graduate degree as a requirement (Brown, 2010a). Brown speculates that position a post-graduate degree are required to create a pool of candidates. Brown (2010b) [2] reported that 79% of CIOs (who responded to his survey) have graduate degrees, and this percentage has been steadily increasing since 2007. According to Brown’s 2010 survey, 58% Have a doctorate. Of those possessing a doctorate, These are the most important of these. About one third of these CIOs were working at a Master’s institution. In contrast, the majority of CIOs with their college degree programs were working at institutions granting only associate degrees.

In terms of degree majors for CIO positions, Brown [2] found that 40% of the job postings did not identify the major preferred and other. Interestingly, 46% of CIOs and 48% of members of the institutional management team believed that the degree was not important (Brown, 2010a). (Brown, 2010a). This paper examines the role of technology in the development of business processes.

Skill-sets

What skill is needed to successfully serve in the role of Chief Information Officer in higher education? A review of the literature provides some useful perspectives. Linda Fleit (1999), Founder of the IT Consulting Firm Edutech International from 1985 to 2008 and through this experience, well acquainted with the role CIOs in higher education institutions, indicated seven areas which she felt were requirements for CIOs. These included (as cited in Hawkins, 2004): 1) a clear vision on the role of information technology in higher education; 2) excellent oral and written communication and listening skills; 3) ability to form alliances and relationships with key campus constituents; 4) the ability to work collaboratively and effectively; 5) the ability to make and back hard decisions; 6) the ability to manage resources judiciously, and 7) deep expertise and knowledge in at least one aspect of technology. Cash and Pearlson (2004), representing the Harvard Graduate School of Business Administration and the Competition Group, respectively, identify leadership, business and technical competencies as essential for CIOs in higher education. Carol A. Cartwright (2002), who served as president of Kent State University from 1991 to 2006 and who is currently serving as president of Bowling Green State University, Fledged member of her “executive orchestra”: proven leadership skills, strong management skills, and an understanding of the difference between these two. Wayne Brown (2010b), The CIO at Excelsior College who have conducted annual surveys with CIOs and executive management on the role and effectiveness of CIOs since 2003, surveyed 440 CIOs in higher education in 2010 to determine what they considered the best skills needed to be effective in their positions. Brown (2010b) reported that a CIOs’ top five skills in order were: communication skills, leadership, technical knowledge, interpersonal skills and higher education knowledge. It is important to note that the highest quality of education is the highest in the world and the highest in the world. Interpersonal skills. Lastly,

CIO in higher education, leadership skills, management skills, communication skills, business knowledge, higher education Experience / knowledge, interpersonal skills, and technical skills / deep knowledge in one aspect of technology. What is unclear in the literature is the quantity and quality of these skills, but most likely these will vary depending on the individual institutional context.

Career prospects

According to Brown (2010b), [2] in 2010 59% of CIOs responded to his survey were over 51 years of age compared to 55% in this age bracket in 2009. To withdraw within the next 10 years. Moreover, his report showed that the average CIO tenure in higher education in 2010 was an average of 6 years, 8 months, which is a drop from 2007 where the average tenure was 7 years, 5 months. The combination of these factors — the aging CIO, retirement plans, the faster change-over in CIO positions-presents a promising picture of job prospects for those seeking CIO positions in higher education in coming years.

See also

  • Fractional CIO
  • Chief information officer
  • Chief technology officer
  • Geospatial information officer
  • IT governance
  • IT strategy

References

  1. Jump up^ Arroway, ED; Davenport, E .; Guangning, X .; Updegrove, D. (2010). “Fiscal year 2009 summary report: Educause ” (PDF) . Educause core data service. pp. 1-168 . Retrieved February 5, 2011 .
  2. ^ Jump up to:a b c d Brown, W. (2010b). “2010 study of higher education chief information officer roles and effectiveness” . Center for Higher Education, Chief Officer Information Studies, Inc . Retrieved February 20, 2011 .

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