0003240 G.F. 324
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Hong Kong situation calls for more drive and adaptability,
He would have to have younger man might be preferable.
F
a
commercial or industrial experience of some sort, he should have
d some experience in the teaching field and he probably ought not to be over about 40-45 years old. There might be no more than half a dozen or so such men actually available in the UK but the prospect of starting up a Polytechnic in Hong Kong could be very attractive. The initial contract should perhaps for preference be for 4 or 5 years with an option to renew for the same period.
10.
A far more difficult task would be the recruitment of a Chief Administrative Officer who would have to bear a very heavy burden. The Principal or Director of the Polytechnic would have
four main tasks. These would be
firstly, acting as a "missionary" for the Polytechnic and
the Polytechnic approach as such;
secondly, acting as the focal point and the head of the
Polytechnic academically;
thirdly, occupying the same position administratively which would call (as in the case of academic control) for much internal work and also for
the development of external relations particularly with Government; and
fourthly, the growing burden of future development and
planning.
In the early stages and perhaps for as much as the first five or ten years the time-consuming jobs would undoubtedly be the first two although all four tasks are perhaps of equal importance. In these circumstances as much as possible of the administrative burden would have to be removed from the Director. This problem of acquiring a firm and sound administration man who is also aware of the educational problems and compatible with the Director or Principal seems to have caused some trouble in the UK. The type of man required might very well come from the educational administration field but another field which should be considered is that of UK local government for example, a Deputy Town Clerk.
11.
As far as overseas advisers are concerned whether formed into a panel of overseas advisers or formed into a Polytechnic Grants Committee, there was much to be said for looking to the Industry Training Boards for one of them. Chief Executives of such Boards had a very wide brief being concerned with training from the craft level to the highest possible available including management. Such men, for instance, as Alan Swinden, Chief Executive Officer Engineering Industry
/Training....
The
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