Research On The Role Positioning Of Double-Shoulder-Task" Administrative Cadres In Higher Education Institutions

"Double-Shoulder-Task" is a very important pattern to manage cadres in higher education institutions at present. It means administrative cadres assume both administrative and professional responsibilities. "Double-Shoulder-Task" administrative cadres not only play an essential role in the teaching and scientific research but also perform indispensable management functions. Along with the dual requirements of social economic life and education reform, universities begin to integrate into the center from the fringes of society. Its organizational structure becomes increasingly complicated and the degree of administrative cadres to participate in social economic life gets more thorough. All of these have contributed to the role contradiction and conflict of "Double-Shoulder-Task" administrative cadres and put forward severe challenges to the construction of administrative cadres in higher education institutions.During the development of our higher education institutions, universities are still regarded as the government appendages at present. Public colleges set administrative levels and simulate government’s organization structuring, resulting in the bloated academic power and administrative power imbalance. Administrative power squeezes the principal position of teachers and researchers, and the school-running autonomy of colleges and universities have not fully implemented. "Double-Shoulder-Task" management cadre of post setting pattern in colleges and universities adapts to our country university function attributes, the particularity of organization characteristics and management, so it has its historical rationality of existence in our country at present stage. However, its system design has certain defects. Role of lack of clear specification leads to the absence of "Double-Shoulder-Task" offside, dislocation, contradiction and conflict. Therefore, "Double-Shoulder-Task" management cadres in the university authorities and departments have obvious advantages in terms of access to academic resources, directly affecting the enthusiasm of teachers and management personnel and other functions.Firstly, this paper applies the role theory of sociology to conduct interpretation of the role play, role plexus, role cognition and the role conflict, etc, and lay the solid theoretical foundation of "Double-Shoulder-Task" role the management cadres of colleges and universities. Then, starting from the organizational characteristics of university, this paper explains the university’s educational resources and organization operation system and analyzes the "Double-Shoulder-Task" management cadres serving mode and character pitfalls. It states "Double-Shoulder-Task" model cannot fundamentally solve the contradiction between the academic power and administrative power. A scientific internal governance structure must be established in colleges and universities to guarantee the important role of the academic committee and other academic organizations. Only in this way can the teacher group take in charge of teaching and research of academic affairs and academic power in colleges and universities be protected. Next, this paper analyzes the present situation of the university "Double-Shoulder-Task" using the predecessors’ research data and statistics, including the " Double-Shoulder-Task " management jobs, positions, titles and degree distribution. Through analysis of different types of "Double-Shoulder-Task" job characteristics and functions, it points out the role conflicts produced in the process of role playing, between the role playing and outside the role playing. Role conflicts are mainly manifested in "Double-Shoulder-Task" management cadres for managers, educators, researchers, learners and so on of the formation of conflict in the multiple roles. Role conflicts within its own display between the role of manager and teacher. Role conflicts outside the role playing are reflected between the " Double-Shoulder-Task " management cadres and the full-time administrative personnel or professional.Finally, the paper studies from the perspective of the cultural factors, institutional factors and personal factors, and analyzes the reason of "Double-Shoulder-Task" role conflicts. It focuses on the future development trend of professionalization and specialization management cadres of colleges and universities. Considering our country’s special national conditions and the allocation of resources by administrative levels, cadre exchanges and cooperation between the administrative levels of the objective reality, this paper puts forward the countermeasures and suggestions of "Double-Shoulder-Task" management cadre role positioning, and induces two role models. One is from the perspective of college levels. In research-oriented universities, management cadres usually have good professional background and high qualification, and famous experts rely mostly on their academic achievements to get academic resources. So they do not wish to assume management responsibilities and decentralize academic energy. For this kind of colleges and universities, "Double-Shoulder-Task" post setting ratio is lower, the better. In taught-oriented universities, due to the lack of talent resources, the teaching faculty and part of the academic authority, head of the functional departments need to have strong academic background of teachers. Talented people tend to be leaders, combining the dual roles of manager and scholar. For this kind of colleges and universities, appropriate settings "Double-Shoulder-Task" jobs is conducive to academic development. In teaching-research colleges and universities, "Double-Shoulder-Task" post setting should be between the above two. Another role model is from the perspective of post types in colleges and universities. Teaching faculty is academic organizations at the grass-roots level and faculty management centered on academic affairs. So president (director), vice president (vice director) should be given priority to academic research, management should be complementary; for the leading cadres in each office and business unit field, its role should give priority to the management, the academic is complementary.