How Do We Make Work “Work?”—Being
an Effective Leader in Difficult Times
8:00 a.m. to 12 Noon
January 30, 2009
Satellite Student Union
Shoshone Room
Today’s Agenda
8:00 to 8:15
8:15 to 8:50
Continental Breakfast and Networking
Working at Other Universities: Is CSUN Different?
Harry Hellenbrand
Personal Effectiveness:
8:50 to 9:30 What Do People Expect from their Jobs?
Debra Mandel
9:30 to 10:00 Discussion with Hellenbrand and Mandel
Organizational Effectiveness:
10:00 to 10:20 Leveraging Limited Resources through Teamwork and
Strategic Thinking
Stella Theodoulou
10:20 to 10:30 Introduction to Cases
10:30 to 11:30 Case Work in Table Groups
11:30 to 12:00 Discussion and Wrap-Up
Harry Hellenbrand
Working at Other Universities: Is
CSUN Different?
Harry Hellenbrand
Provost and Vice President for
Academic Affairs
NOT SO,
WHY NOT SO,
BUT SO,
HOW SO,
HMM, SO
WRITE
YES!
BUSY
ADVISE
DIVERSITY
RESEARCH
BUREAUCRAT
CYNIC
REVOLUTIONARY
DROP OUT
RAVING LUNATIC
REFORMER
JAIL
SCREW
NO,THAT
WETHE
CAN’T
WEPLACE,
BUILT
DO
DO
FOR
THAT
THAT
US
ORGANIZE
LEARNING
RESOURCES
OPEN UP CHANGE
ORCHESTRATE
DIFFERENT VOICES YES, YES IS BAD
OPERATE
PUBLIC=PRIVATE=
PLANNING
WORK
POLITICAL
BUDGETS
ACCOUNTABILITY
EQUITY
PLAN
ADJUST
CONSULT
CULTURE
C C C C
COLLABORATE
CONSERVE
INDIVIDUALS
RESULTS
VALIDATE
GROUPS
WANT LOVE
SPIRIT
I
EXCEPTN
BELIEF
PERSONAL
ENABLING
I CHANNEL
LAW
CHATTEL
RATIONAL
COMPLIANT
IMPERSONAL
DEFENSIVE
I PROGRAMED
BOSS
PERSONALIZE
UNFAIR
IGNORE
I INSULT
HATE WHATSIS
VALUES
RULES
MISSION
ORGANIZE EVIDENCE
OPEN UP ACCOUNTS
OPERATE HONESTLY
OWN
MISTAKES
What Do People Expect from their
Jobs?
Debra Mandel
Guest Speaker
Debra Mandel’s Outline
• Background and Introduction
• What are Your Expectations of Your Workplace
and the People in It? Brief Participant Exercise
• Differentiating Reasonable Versus
Unreasonable Expectations
– Personal Story Concerning Workplace
Expectations
– Expectations are Resentments Under Construction
Debra Mandel’s Outline (p. 2)
– Identifying What Is Reasonable To Expect in the
Workplace of Yourself and Of Others
• Dealing With Disappointment
• Creating Healthy Boundaries
– What are Boundaries?
– How Do We Achieve Them in the Workplace
– Understanding that Attitudes are Contagious—
What Attitude Do You Bring to The Job?
– Importance of Work/Life Balance
Debra Mandel’s Outline (p. 3)
– Dealing With Unreasonable People and
Expectations
• Building Effective Leadership and Positive
Responses
– Work Isn’t Just About the 3 Ps (Performance,
Promotion, and Professionalism); It’s Also About
the 3 As (Admiration, Acknowledgment,
Acceptance)
– Recognizing Your Impact on Others
– Encouraging Intrinsic Rewards
Debra Mandel’s Outline (p. 4)
– Tolerating (Rather, “Embracing!”) Differences
• Understanding Special Issues of Managing
People Who Were Once Your Peers
– Understanding Transference
– Dealing with Jealousy and Envy and/or
Entitlement and the Expectation of Favoritism
• So How Can You Make Your Work a More
Fulfilling and Rewarding Experience?
Discussion
Leveraging Limited Resources
through Teamwork and Strategic
Thinking
Stella Theodoulou
Dean
College of Social and
Behavioral Sciences
Leveraging Limited
Resources through
Teamwork &
Strategic Thinking
OR
How To Survive
Recession,
Depression,
Lunacy and
Insanity
CSUN Reality
•Our situation isn’t
temporary – it’s a long term
structural problem
•Administrators, faculty, staff,
students need to face the
economic reality of the state
and country
•We need to cut costs and
increase student learning in
context of limited resources
for the foreseeable future
The CSUN Context
Demographic
Shifts
External
Accountability
Demands
Compact
CSUN
New Technology
&
Demands for Use
Contract
Reduced Financial
Support
New student
Learning Needs
•Global Society
•Civic Engagement
•Work Force
Realities
Mistrust for Fundamental
Reform based on Past Calls
for Reform Based upon
Financial Realities
Changing What & How We do Things:
The Stages
Incremental
Short term
focus; denies
realitybudgetary
climate is
cyclical; no
permanent
consequences
Comprehensive
Accept we have
long term
structural
problems; deal
with short term
problems while
focusing on long
term solutions
So We Have to Move to Comprehensive Change:
How? Transform
•
We must shift the way we think so we can deal with future now
•
Strategic thinking must guide planning
•
Leverage limited resources creating effective infrastructure for evaluating resource impacts of
decisions at all levels
•
Faculty, staff, Administrators, students must become responsible partners
•
Faculty governance needs to include informed decision-making -will require alignment of
governance structures
•
Increased enrollment in areas based upon societal needs
•
Significant increases in fund raising are needed but will not offset losses in revenue
CREATE A CLEAR & COHERENT VISION OF THE FUTURE FOCUSED UPON
STUDENT LEARNING,QUALITY OF FACULTY & STAFF WORK-LIFE AND
REDUCING COSTS FOR STUDENTS
Distribution of Resources Dilemma
Current
Future
• Faculty, Students & Staff don’t
know what things cost
• We have traditional allocation
patterns and historical
constituencies
• Funding patterns emphasize
short term
• Seem to be locked into existing
patterns
• There are always cross
subsidies
• Transparency and
dissemination of real costs
• Redesign budget process
• Strategic thinking guides
planning sets priorities
• Reevaluate where cross
subsidies should be
What We Need to Do to Transform
• Accept this is a long term situation we have no
choice but to change and break with the past
• Accept we have to redeploy resources in accordance
with vision, principles and accountability demands
• Accept this might entail recreating the institution
• Constantly challenge our basic assumptions and
experiences about how students learn and how the
institution is organized
• Transformation can only occur if faculty, staff,
students, and administrators partner and work
together at multiple levels of the transformation
Introduction to Cases
Michael Spagna
Dean
Michael D. Eisner
College of Education
Discussion and Wrap-up
Harry Hellenbrand
Provost and Vice President
for Academic Affairs