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Managing in These Times Becky King Baylor University Copyright Becky King 2003. This work is the intellectual property of the author. Permission is granted.

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Presentation on theme: "Managing in These Times Becky King Baylor University Copyright Becky King 2003. This work is the intellectual property of the author. Permission is granted."— Presentation transcript:

1 Managing in These Times 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.

2 Managing in These Times Stuff about Baylor Waco, Texas (suburb of Crawford) Waco, Texas (suburb of Crawford) Baptist students (heavily students (heavily faculty & faculty & staff Law School & Seminary Law School & Seminary Big 12 Athletic Conference Big 12 Athletic Conference

3 Managing in These Times The mission of Baylor University is… to educate men and women for worldwide leadership and service by integrating academic excellence and Christian commitment with a caring community.

4 Managing in These Times Baylor CIO Division 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

5 Managing in These Times Information Systems & Services Section 29 Total Staff

6 Managing in These Times What I want to discuss… Increasing demands on managers (at least at Baylor!) Increasing demands on managers (at least at Baylor!) Given that, what’s still most important Given that, what’s still most important

7 Managing in These Times Current Management “Challenges” …or “Opportunities” …or “Pains in the Rear”

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9 The Economy It’s been bad It’s been bad Low, or no, raises Low, or no, raises No new help No new help Fear of layoffs Fear of layoffs Frozen or reduced budgets Frozen or reduced budgets

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11 More Expectations from Technology 24x7 support 24x7 support HIPAA, SEVIS, Gramm-Leach-Bliley HIPAA, SEVIS, Gramm-Leach-Bliley Increasing privacy & security issues Increasing privacy & security issues ERP fallout & recovery ERP fallout & recovery Connectivity expectations – PDAs, cell phones, laptops, tablets Connectivity expectations – PDAs, cell phones, laptops, tablets correspondence support correspondence support

12 Managing in These Times Decentralization of Campus Business Processes In other words, we now have to do what the Budget Office, Personnel Office, Payroll Office, Purchasing Office, and others used to do…and also, more new things no one used to do.

13 Managing in These Times New or Augmented Tasks Required of Campus Managers Reclassifying a position Reclassifying a position Requesting a new position Requesting a new position Purchasing card approvals Purchasing card approvals Project management Project management Web site maintenance Web site maintenance Strategic Planning Initiatives proposals Strategic Planning Initiatives proposals

14 Managing in These Times New/Augmented Tasks (continued) Web Time Entry approvals (employees and students) Web Time Entry approvals (employees and students) Employee evaluations Employee evaluations Travel approvals Travel approvals Employee termination tasks Employee termination tasks Budget preparation Budget preparation

15 Managing in These Times 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

16 Managing in These Times 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.

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20 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

21 Managing in These Times "The best way to cheer yourself up is to try to cheer somebody else up." -Mark Twain Mark TwainMark Twain

22 Managing in These Times "Happiness is a choice that requires effort at times." -Anon. Anon.

23 Managing in These Times Take care of yourself first Accept that it’s a bottomless pit. Accept that it’s a bottomless pit. Take your vacation time. Take your vacation time. Make time to read & research. Make time to read & research. Enjoy your co-workers. Enjoy your co-workers. Do not confuse your career with your life. Do not confuse your career with your life. Appreciate & know yourself Appreciate & know yourself

24 Managing in These Times DISC Personal Profile D – Dominance: risk takers, high ego, competitive, independent, decisive D – Dominance: risk takers, high ego, competitive, independent, decisive I – Interaction: emotional, enthusiastic, ambitious, people-oriented, friendly I – Interaction: emotional, enthusiastic, ambitious, people-oriented, friendly S – Stability: dependable, agreeable, supportive, calm, contented S – Stability: dependable, agreeable, supportive, calm, contented C – Control: perfectionist, sensitive, persistent, cautious, orderly C – Control: perfectionist, sensitive, persistent, cautious, orderly No bad profiles, helps understand differences No bad profiles, helps understand differences

25 Managing in These Times Value your staff as individuals Recognize & accept differences Recognize & accept differences

26 Managing in These Times 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. Border Collie: Just one. And then I’ll replace any wiring that’s not up to code. Rottweiler: Make me. Rottweiler: Make me. Jack Russell Terrier: I’ll just pop it in while I’m bouncing off the walls & furniture. 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! 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. Malamute: Let the Border Collie do it. You can feed me while he’s busy.

27 Managing in These Times How many dogs does it take to change a light bulb? Pointer: I see it, there it is, there it is, right there… 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. 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… 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? 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!!!” German Shepherd: Alright, everyone stop where you are! Who busted the light? I SAID, “STOP WHERE YOU ARE!!!”

28 Managing in These Times Value your staff as individuals (continued) Get to know them (What “types” are they?) Get to know them (What “types” are they?) Show concern about their development Show concern about their development

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30 Value your staff as individuals (continued) Acknowledge birthdays and other special events Acknowledge birthdays and other special events Treat them as you want to be treated Treat them as you want to be treated Get to know them (What “types” are they?) Get to know them (What “types” are they?) Show concern about their development Show concern about their development

31 Managing in These Times Communicate! Respond in a timely manner Respond in a timely manner Be careful of tone of voice Be careful of tone of voice Communicate as soon as you know Communicate as soon as you know Be honest Be honest Admit mistakes Admit mistakes Show appreciation Show appreciation

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35 “My biggest fear is that no one will remember me after I’m dead." -some dead guy

36 Managing in These Times Build Trust Open communication Open communication Avoid micromanaging Avoid micromanaging No public blame/punishment No public blame/punishment Public credit & praise Public credit & praise Encourage professional development Encourage professional development Do what you say you’ll do Do what you say you’ll do Listen respectfully Listen respectfully Encourage open discussion Encourage open discussion

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38 Have Fun Celebrate milestone events Celebrate milestone events Tell jokes on yourself Tell jokes on yourself Take time to visit with each other Take time to visit with each other Have a place to get coffee, sodas, snacks, etc. Have a place to get coffee, sodas, snacks, etc. Be flexible with work schedules Be flexible with work schedules Let staff decorate their work areas Let staff decorate their work areas

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42 Labor Dept Job Satisfaction Surveys Full appreciation of work done Full appreciation of work done Feeling in on things Feeling in on things Sympathetic help on personal issues Sympathetic help on personal issues Job security Job security Good wages Good wages Interesting work Interesting work Promotion & growth Promotion & growth Personal loyalty to employer Personal loyalty to employer Good working conditions Good working conditions Tactful discipline Tactful discipline Good wages Good wages Job security Job security Promotion & growth Promotion & growth Good working conditions Good working conditions Interesting work Interesting work Personal loyalty to employer Personal loyalty to employer Tactful discipline Tactful discipline Full appreciation of work done Full appreciation of work done Sympathetic help on personal problems Sympathetic help on personal problems Feeling in on things Feeling in on things What EMPLOYEES say:What MANAGERS think:

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44 “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

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