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Head of School - School of Pharmacy

Taylor's University Sdn Bhd



The Head of School is responsible for the leadership and management of School of Pharmacy in fulfilment of the University’s vision, mission and goals. He/she will provide academic and research leadership to the school academic team in the development and establishment of a strong school identity with clear academic direction. The Head of School supports the University’s strategic plan to foster an active research culture and enhance the research profile of the School. He/she is to ensure strong academic and financial performance in achieving effective management for the School.


The position reports to the Executive Dean, Faculty of Health & Medical Sciences and he/she will supervise the Heads of Department, Programme Directors and Stream Coordinators within the School and lead the school academic team according to the management plan. As a leader of the School, he/she holds responsibility in ensuring the provision of high standard and quality of teaching and learning by the school academic team that satisfies the expectations of various parties such as students, employers, senior management, accreditation agency and professional bodies. He/she is to enhance the linkages with other institutions of higher education, industry partners, professional and community in order to create potential partnership and collaboration opportunities for the University.


The Head of School also plays the important role as the representation of the School within the Faculty, the University’s Senate and other key Committees for the University. He/she is to ensure that the School Board of Studies is well informed of the operating environment and priorities of the University and the School for effective advice and support of the school management. The Head of School is also a member of the Faculty Board which comprises the Faculty Executive Dean, senior leaders of each school within the Faculty and Faculty Manager. The Head of School will work closely with all members of the Faculty Board to ensure the development and execution of strategy.



  • Ensure sustainable growth of the School in an increasingly competitive environment
  • Adapt rapidly to the changing context of the School and leverage new strategic opportunities
  • Attract, develop and retain leading scholars and outstanding educators
  • Increase the quantity and quality of research publications from staff of the School
  • Increase the research profile of the School, through competitive grants and high impact projects
  • Foster high quality student and staff engagement in the teaching programs of the School
  • Increase the level of industry engagement in the teaching and research programs of the School
  • Develop and implement strategies for the School to maintain a high profile




Academic and Research Leadership

 Provide leadership in all aspects of its academic operations in ensuring that the School:

  • develops and maintains a strong identity and a clear academic direction
  • meets expectation of students and employers on the programme content and quality, and are well regarded by academic peers
  • is respected by the profession, both nationally and internationally
  • leads the research program and encourage an active research culture in the School
  • develops and maintains a national and international perspective through the School’s curriculum, research and marketing activities



Manage and develop the School in accordance with the University’s priorities, procedures and policies. In particular:

  • Articulate, contribute to, and drive the strategic development of the School in alignment with University strategies
  • Manage, market, develop, and evaluate the School’s programs and courses
  • Manage and report on the processes of student assessment and annual review of student progress
  • Lead and manage the School’s annual review and planning processes
  • Evaluate the financial implications of business decisions related to current and future opportunities
  • Prepare and manage the School’s budget, including all revenue streams and development funds
  • Oversee the development and maintenance of a staffing profile to meet the School’s strategic direction and future development
  • Manage the School’s staff, including workload, performance management and development, and staff appointment processes
  • Plan, review and manage physical resources, such as specialised teaching and research equipment, and space allocations for teaching and non-teaching activities
  • Implement and monitor relevant University policies.


Other Responsibilities

  • Ensure the continued growth of the School through developing and supporting appropriate strategies for international activities, research, consultancy and enrolments.
  • Provide strong representation for the School both internally and externally, develop and manage strategic partnerships, and collaborate with other educational institutions, external communities, professional associations and stakeholders.
  • Contribute to the leadership and management of the School and University




The workload allocation of a Head of School will take account of the time to discharge these duties effectively while maintaining an active and effective research/professional profile. A Head of School will ideally maintain certain minimum workload on teaching and postgraduate supervision, negotiated with the Executive Dean.

The Head of School will formally meet the Executive Dean for an annual performance review and to agree on performance targets for the coming year. In addition to this formal meeting, it is expected that there will be regular and more informal performance conversations throughout the year.




To contribute to a successful and enterprising culture in the Faculty, the Head of School is expected to demonstrate the following key behavioural attributes:

  • Is trusted, authentic and self-aware – establishes credibility, is honest, reliable, accountable, and responsive
  • Takes the initiative and delivers results – by seizing opportunities and being outcome and customer focused
  • Provides solutions – through logical, creative and innovative thinking and timely, transparent and consultative decision making
  • Communicates with impact – displays clarity, diplomacy, persuasiveness and sensitivity
  • Leads and works well with others - displays conviction and resilience, working collaboratively, motivating others and mobilising influence.




  1. A doctorate and an international academic profile in the discipline and equivalent professional leadership experience.
  2. Highly developed people management skills with a strong team focus and exceptional leadership to act as a unifying focus for a diverse team and provide a culture of teaching, learning and research excellence to achieve strategic outcomes.
  3. Demonstrated leadership to enhance the research quality within the School including successful supervision of PhD students and mentoring staff.
  4. Demonstrated ability to lead and mentor others to engage with professional bodies, government and industry to craft research programs, gain external research funding and have an impact on policy and practice.
  5. The ability to think and act strategically including the ability to plan and to deliver continuous improvement of programs and courses; to deploy human, financial and other resources effectively; and to manage a broad range of educational and administrative processes.
  6. Demonstrated management experience and commercial business skills including financial knowledge necessary to undertake feasibility assessments of program costing and profitability.
  7. Demonstrated high level of oral, written and interpersonal skills in order to work effectively with staff, industry partners, employers and other allied organisations.
  8. Demonstrated capacity to establish and maintain a network of contacts and collaborative activities relevant to the School’s programs, both nationally and internationally.
  9. The skills to represent the School’s interests in the University and the wider community and with relevant professional bodies.



  1. Evidence of a commercially oriented and entrepreneurial approach to opportunities arising in the academic or commercial environments.
  2. Demonstrated liaison skills and contacts with industry, government and other tertiary institutions.
  3. Recognition by peers demonstrated by invitations to referee journal papers, conference submissions and by editorial boards.
  4. Experience in multidisciplinary teaching.

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