Presentation on theme: "Managing for Today’s Operational Realities Becky King Baylor University Copyright Becky King 2004. This work is the intellectual property of the author."— Presentation transcript:
Managing for Today’s Operational Realities Becky King Baylor University Copyright Becky King This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.
About Becky: B.S. in mathematics, Baylor University MBA, University of Houston Employed at Baylor 22+ years Director of Information Systems & Services Wife of one, mother of two, and all- around nice person
About Baylor: Waco, Texas (suburb of Crawford) students (heavily faculty & staff Law School & Seminary Big 12 Athletic Conference
Baylor CIO Division (reports to VP for Finance & Administration) Chief Information Officer and Dean of Libraries Knowledge Resources and Services “Connecting People with Ideas” University Libraries Resources and Services Resources/Collection Mgt. Client Services Special Collections Electronic Libraries Resources and Services Resources/Collection Mgt. Client Services Academic Tech. Centers Information Resources and Services “Connecting People with Information” Information Systems and Services Information Management and Testing Services Information Access and Storage “Connecting People” Internet Systems and Services Distributed Systems and Services Servers and Networks
Current Operational Realities: What are some of the realities making management in higher education particularly stressful these days?
Managers may feel like…
Recent Management Challenges The Economy
Effects on staffing Low, or no, raises Fear of layoffs - Chronicle, 5/9/03 – “Community College Faculty Members Take Pay Cuts to Avoid Layoffs” - Big 12 situation Hiring freezes Fear of benefits cuts
The Economy Frozen or reduced budgets
No money for new or upgraded software…
More Operational Realities The Economy Increasing Expectations from Technology
24x7 support HIPAA, SEVIS, Gramm-Leach-Bliley Increasing privacy & security issues ERP fallout & recovery Connectivity expectations – PDAs, cell phones, laptops, tablets correspondence support Reporting & data requests
Still more Current Management Challenges The Economy Increasing Expectations from Technology Decentralization of Campus Business Processes (in other words, more work for the manager/supervisor)
Decentralization of Campus Business Processes Processes previously primarily handled by the Budget Office, Personnel Office, Payroll Office, Purchasing Office, etc. are now being farmed out to departmental managers.
Examples from Baylor Reclassifying/requesting positions I9 certification for student workers Purchasing card approvals Project management Departmental Web site maintenance Strategic Planning Initiatives proposals
And, more examples Web Time Entry approvals (employees and students) Employee evaluations Travel approvals Employee termination tasks Budget preparation
It’s budget prep time. I know this because I’m staring at documents that make no sense to me, no matter how many beers I drink. - Dave Barry (paraphrased)
So managers are facing… requirements & expectations that are continuing to rise, the worst economic conditions in a number of years, and, are being asked to take on more & more administrivia.
How does this make a manager feel? Do not start with me…You will NOT win. I live in my own little world, but it’s OK, they know me here. All stressed out and no one to choke. Don’t upset me. I’m running out of places to hide the bodies. I haven’t lost my mind. I have it backed up on tape somewhere.
So, what can we do? Somebody has to do something and it’s just incredibly pathetic that it has to be us. – Jerry Garcia of the Grateful Dead
"Happiness is a choice that requires effort at times." -Anon.Anon.
Management Strategies for Today Take care of yourself first
Take care of yourself first…HOW? Accept that it’s a bottomless pit.
Take care of yourself first…HOW? Take your vacation time.
Take care of yourself first…HOW? Make time to read & research. Chronicle of Higher Education Technology periodicals EDUCAUSE Web site EDUCAUSE Quarterly Student newspaper University publications
Take care of yourself first…HOW? Enjoy your staff & co- workers.
Take care of yourself first…HOW? Do not confuse your career with your life.
Take care of yourself first…HOW? Appreciate & know yourself What is your personality type? How does it affect your work habits? How does it affect your interaction with others?
DISC Personal Profile D – Dominance: risk takers, high ego, competitive, independent, decisive I – Interaction: emotional, enthusiastic, ambitious, people-oriented, friendly S – Stability: dependable, agreeable, supportive, calm, contented C – Control: perfectionist, sensitive, persistent, cautious, orderly No bad profiles, helps understand differences
Management Strategies for Today Take care of yourself first Value your staff as individuals
Get to know them (What “types” are they?) Recognize and accept differences.
How many dogs does it take to change a light bulb? Border Collie: Just one. And then I’ll replace any wiring that’s not up to code. Rottweiler: Make me. Jack Russell Terrier: I’ll just pop it in while I’m bouncing off the walls & furniture. Dachshund: You know I can’t reach that damned, stupid lamp! Malamute: Let the Border Collie do it. You can feed me while he’s busy.
Dogs & light bulbs (continued) Pointer: I see it, there it is, there it is, right there… Cocker Spaniel: Why change it? I can still pee on the carpet in the dark. Australian Shepherd: First, I’ll put all the light bulbs in a little circle… Lab: Oh, me, me!!! Pleeeeeeze let me change the light bulb! Can I? Can I? Huh? Huh? German Shepherd: Alright, everyone stop where you are! Who busted the light? I SAID, “STOP WHERE YOU ARE!!!”
Value your staff as individuals Get to know them (What “types” are they?) Recognize and accept differences. Show concern for their development
Value your staff as individuals Get to know them (What “types” are they?) Recognize and accept differences. Show concern about their development Acknowledge special & significant events Birthdays Weddings Births Deaths Children’s events
Value your staff as individuals Get to know them (What “types” are they?) Show concern about their development Acknowledge special & significant events Treat them as you want to be treated
Management Strategies for Today Take care of yourself first Value your staff as individuals Communicate
Communicate! Respond in a timely manner Be careful of tone of voice Communicate as soon as you know Be honest Admit mistakes Avoid zingers Show appreciation
“My biggest fear is that no one will remember me after I’m dead." -some dead guy
Management Strategies for Today Take care of yourself first Value your staff as individuals Communicate Build trust
Well, what is trust? Confidence Vulnerability Belief in someone Dependence Lack of trust can… Stifle creativity Suppress loyalty Increase legalism Slow down change
Build trust Practice open communication Avoid micromanaging Never publicly blame or punish BUT, do publicly credit & praise Encourage professional development Do what you say you’ll do Listen respectfully Encourage open discussion
Management Strategies for Today Take care of yourself first Value your staff as individuals Communicate Build trust Have fun
Celebrate milestone events Tell jokes on yourself Take time to visit with each other Have a place to get away (for coffee, sodas, etc.) Be flexible with work schedules & dress code Let staff decorate their work areas
Labor Dept Job Satisfaction Surveys Full appreciation of work done Feeling in on things Sympathetic help on personal issues Job security Good wages Interesting work Promotion & growth Personal loyalty to employer Good working conditions Tactful discipline Good wages Job security Promotion & growth Good working conditions Interesting work Personal loyalty to employer Tactful discipline Full appreciation of work done Sympathetic help on personal problems Feeling in on things What EMPLOYEES say:What MANAGERS think:
“What are the things that you can’t see that are important? I would say justice, truth, humility, service, compassion, love. You can’t see any of those, but they’re the guiding lights of a life.” - Jimmy Carter
Managing for Today’s Operational Realities The End… Finally