The Ranger (San Antonio, Tex.), Vol. 61, No. 11, Ed. 1 Friday, November 21, 1986 Page: 9 of 12
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November 21, 1986 / The Ranger / 9
News Editor
In rating his effectiveness as a district employee, James
a
We should keep supporting the academics because
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Business aspect vital
Illinois hopeful says
graduate work at Texas Tech University in higher educa-
tion planning.
Dye considers plant operations such as custodial and
maintenance his strongest point.
“Having had a lot of experience with construction, ar-
Tues., Jan. 13 - 3:00pm
Wed., Jan. 14 - 6:00pm
Thur., Jan. 15 - 6:00pm
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was impressed by the individuality of the different
institutions.
Dance is responsible for six departments at TJC. He strengths and weaknesses,
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tion to know what the financial constraints are.
Dye told the forum why he wants to be vice chancellor.
“I really have a love for this city and this district. If
I was born and raised not far from this area in a rural
community so this is a part of me ”
He said the district must once again unite if problems
are to be resolved.
“We’ve got to pull the people back together. We have
’ tan adver-
ra
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“I think, from the time I started at
Danville to where I am now, there’s
a big difference in how I see the
world and how I see business ser-
vices in general, and what they mean
to the educational process,” Scarpitti
said.
Scarpitti said the complexity of a
multi-year college district would be
a challenge.
“I’m looking to make a contribu-
tion. I’m looking to make a dif-
ference wherever I go,” he said.
Scarpitti said his leadership style
is to focus on
He said he emphasizes the impor-
t ' —r1-;---- —_
together to achieve district goals.
He said he encourages employees
to voice opinions.
“How well I get that across and
how well they do in their jobs deter-
mines how successful I am,” he
continued.
He said his business skills could
benefit the management of com
puter services.
Scarpitti said he was aware of com-
puter problems with student
registration and student services.
“I don’t say I have the answer for
it right, now, but I’d be spending a
lot of time to try and do that (correct
problems),” Scarpitti said.
Also, Scarpitti said correction of
the computer problems in registra
tion would be a priority because of
the importance of students.
“They are our life-blood,” Scarpit
ti said.*
run more smoothly,” Dance said.
Dance characterizes his leadership style as holding a
loose reign on his departments.
“I have six department heads and there is no way I
can treat them all the same way. I just let them deal with
their departments and intervene only when necessary.”
Motivation is also a key in Dance’s leadership abilities.
Dance said an administrator must work with existing
Centralized purchasing, payroll
and accounting systems in a district
make good business sense, John
Stranger (The Ranger), label that said Monday at the district office.
Scarpitti also said the personnel
and governmental structure of
academics, on the other hand,
benefit most if handled by each
campus.
Scarpitti is one of four candidates
for vice chancellor for
administration.
The current vice chancellor, Sam
Granata, will retire Jan. 31.
Participating in a question-and-
answer forum, Scarpitti responded
to questions from members of com
puter services, personnel, internal
affairs and faculty.
Scarpitti said purchasing, payroll
and accounting are best managed at
the district level.
“I’ve always felt that the functions
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Computer and information systems are the area Dye
said he is weakest in, although he is familiar with
Dye, provost at Southwest Center, gave himself a grade computer-aided drafting techniques.
Thursday. "" ’ — r
“I think I run a high B+ or an A-,” he told a forum
interviewing candidates for vice chancellor of
administration.
1 “I think I’m a pretty effective employee,” Dye con-
tinued. “I go at it. I think I’m effective in accomplish-
ment because I’m willing to take the time necessary to
work through it.”
Dye said organization is important to district manage-
ment. He cited a bookstore leasing committee, the group
that recommended Follett College Book Co. assume
management of district bookstores, as an example of
good organization. Dye was a member of the committee.
“There was a schedule set out. We covered all the
bases. We talked to people, we covered everything. The
All Held at St. Philips College
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Norris Technical Center, Rm. 402
Dance favors trust, communication
oversees department heads in financial services, com
puter services, tax office, maintenance, auxiliary services
(such as the school bookstore and cafeteria) and
Communication and trust between the administration personnel.
Dance said his departments
computers, but people are
“Computers are the most untapped resource in the
which Mitchell believes he has is
loyalty.
“I’m a person who puts a rather
high value on loyalty, and I’m
((b always disappointed when I’m not a
> beneficiary of it and so I think my
capacity for loyalty is very good.”
If he is selected, Mitchell would try
to upgrade the computer systems us-
ed for registration.
“We need badly, desperately, to
get a new student registration
system.
“We’re still doing it with a (
pen and green eye shades,” Mitchell
said.
Mitchell joined the district as St.
Philip’s president in 1985.
Before his assignment here, he
served as executive assistant to the
president of the University of Hawaii aspect of the education system.
and faculty are vital, a candidate for vice chancellor said
Wednesday. . ...
Ken Dance, one of four applicants being considered colleges.
for vice chancellor for administration, commented on “Computers are the most untapped resource in the
the two attributes at a question-and-answer forum at universe, but they can’t do everything. People still have
district headquarters. to be in control of the situation,” Dance said
Dance said his view of the district’s role is twofold. He
said the district administration should maintain sup
port of academics and make important administrative
“Realizing that was an area I didn’t have as much ex-
perience in, I sought over the last number of years to
really strengthen that and was invited to the IBM Ex-
ecutive Information Management Training Program in
California. We really had a very intense training
program.”
Dye addressed the issue of reduced rate of pay for sum-
mer work.
He suggested talking directly to those affected.
“Sit down with the people affected and identify what
an do and then reach for a resolution.”
said it is important for those affected by the reduc-
Dye told the forum why he wants to be vice chancellor
whole concept was successful because there was a pro- I didn’t, I would have gone a long time ago. This is home,
cess that we planned out.”
Dye has been at Southwest 13 years. His education in-
cludes a bachelor of science in industrial arts from
Southwest Texas State University. He holds a master’s
in administration from SWTSU and a doctorate in higher -----o----x----- x -
education administration and construction from the fragmented the organization. There’s almost an adver-
University of Houston. He also was involved in post- sary role between our operation side and people that are
graduate work at Texas Tech University in higher educa- in the support role of keeping our facilities along with
our administration (and) faculty. I think having work-
ed in every one of those areas in this district, I can
understand their needs and I can bring all of those
forces together and try to bring some unity.” •
computer
priority
By Tony Cantu
News Editor
The president of St. Philip’s College
said Thursday his reputation as a
simplifier makes him a good can-
didate for vice chancellor for
administration.
Approximately 20 people attended
the forum, which ended six hours of
t questions and answers.
Mitchell’s interview at a forum
would conclude six hours of ques-
tions and answers in three days.
Three others were interviewed this
b week for the post being vacated Jan.
R 31 when Sam Granata retires.
i Mitchell began his interview with
i humor.
“I jokingly talked to my wife the
other night and she said, ‘Why are
[ ‘ you doing this? Why are you an
‘ applicant?’
I- “I said‘Are you serious? Where do
, all my problems come from? All my
problems come from students and
faculty.’ Isn’t it marvelous that you
can work in higher education
• without ever seeing students and
i faculty?
“Now, that’s a facetious answer
and if you’re taking notes for The Scarpitti, finalist for vice chancellor,
salient wit.”
Mitchell’s remark drew laughter.
He continued saying the real
reason was, among other things
because he is what he labels “a
simplifier.”
“The first really first-class ad-
ministrator I ever worked for told me
once that he thought there were two
kinds of people in college
administration—simplifiers and
complicators.
“His world really was divided into
those kinds of people.
“It became painfully obvious to
me very quickly that if I wanted to
I get along with him, I’d better
become a simplifier and not a
complicator.”
ORIENTATION SESSIONS
[1 of the following required]
Another trait important for the job that should be centralized are those
that make sense,” Scarpitti said in
response to a question on the role of
the district.
Academic areas are a different
matter, he said.
“Those things intuitively seem bet-
ter decentralized, but that’s a broad
scope,” he said.
In response to a question about his
educational background, Scarpitti,
vice president of business services at
Danville Community College in Il-
linois, said the district could benefit
quill from his business experience and
’I educational background.
Scarpitti said the contrast between
his business background and higher
education administration degree
enabled him to balance the needs of
faculty and staff from the business
System in Honolulu. Scarpetti, formerly senior accoun
Another assignment in Hawaii tant for a private college, has com
took Mitchell to the University of pleted work toward a doctorate in
Hawaii in Hilo where he served as '
chancellor five years.
Mitchell also served in ad-
ministrative positions at colleges in
Michigan and Washington before
moving to Hawaii.
He earned a Ph.D. in political
* science from the University of
Wisconsin.*
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^3 Dye gives self high marks
By Tony Cantu chitectural engineering and planning, that’s just a
R| News Editor natural for me.
the positive.
tance of employees cooperating Junior College.
_ _ y-r _ • 1 mT/n • _
enrollment"of 7,500 and the largest single-campus junior decisions.
x„ xl 1—- -t a part of a district. “i ’
Dance said communication is important in develop- that is what we are here for. Also, the district should be
Dance is the vice president of business services at Tyler
He said TJC is the 10th largest school in Texas with an
college in the state that is not a part of a district.
ing relations between the faculty and administration, responsible for making the type of decisions which make
“Trust between the faculty and the administration is it
vital for effective leadership. It would be hard to get total
trust, but you have to try anyway,” Dance said.
Dance said creating a peaceful environment also
would help the tensions between faculty and
administration.
“This is a challenge. There is a lot of potential here,
and this is a tremendous city,” Dance said.
After touring the district’s campuses, Dance said he personnel.
“You can’t box management into what you want. You
have to take the people given to you and determine their
Dance said. •
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San Antonio College. The Ranger (San Antonio, Tex.), Vol. 61, No. 11, Ed. 1 Friday, November 21, 1986, newspaper, November 21, 1986; San Antonio, Texas. (https://texashistory.unt.edu/ark:/67531/metapth1350549/m1/9/: accessed July 17, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu.; crediting San Antonio College.