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2  Change Management  Cross-Functional Management/Leadership  Succession Planning  Employee Development  Budget Planning & Execution 3.

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Presentation on theme: "2  Change Management  Cross-Functional Management/Leadership  Succession Planning  Employee Development  Budget Planning & Execution 3."— Presentation transcript:

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3  Change Management  Cross-Functional Management/Leadership  Succession Planning  Employee Development  Budget Planning & Execution 3

4 NOTE: Linda Steindler, Administrative Assistant to the Dean. *Cross functional team. Dean Dr. Avon H. Garrett Assistant Dean Dr. Timothy Davis * Business Studies Mr. Paul Coakley PMO Center for Entrepreneurial/Incubator Development and Studies * Social Sciences Mr. Thomas Robertson * Wellness Mr. Charles Workman * Education Mrs. Linda Gronberg-Quinn Approved: July 31, 2003 Date 4

5 Refreeze 1 32 Unfreeze Change 5

6  Rapid decision-making  Non-parochial view with respect to resources  School-wide coverage  Communication (effective, efficient & consistent)  Signature authority  Executive council 6

7  Leadership Positions: ◦ Dean ◦ Assistant Dean ◦ Chairperson - 4 ◦ Program Coordinators

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9  BSSWE Fellows Leadership Development Program (BFLDP) 9

10  The BSSWE Fellows Leadership Development Program aligns with the competencies needed to lead & manage within BSSWE:  Foundation Skills  Areas of Expertise  Roles 10

11 Foundation Skills 11

12  Knowledgeable Faculty  Commitment to Strategic Success  Shared Responsibility  Ombudsmen  Career Development  Real-Life Case Studies  Mentoring/Coaching/Counseling  Experiential Project  Develop an Executive Summary and Case for Action 12

13 Succession PlanningEmployee Development  Main focus is to develop current employees for advancement to leadership positions planned or unplanned  Ensures qualified pool of candidates to replace key individuals  Prepares future leaders  Enhances skills for success in current position 13

14  Tool provided by the organization to assess the strengths of employees’ Skills, Knowledge, and Abilities.  Assess employees’ plans for their career path, by identifying training, workshop, or conference opportunities.  Increasingly more common in academic environments. 14

15  Planning Tool for Faculty & Staff  Encourages Personal Review of Professional Needs  Professional Development Tool/Record  Promotion  Budgeting  Annual Professional Summaries (APS)  Conferences/Seminars/Symposia 15

16  Allowing career goals to be planned and achieved in a realistic timeframe.  Linking one’s career goals to the mission of the organization.  Fostering communication between employees and management.  Supporting the BSSWE Budget Process  Aiding the Strategic Planning Process for School of BSSWE 16

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18 In response to today’s challenging economic times and securing needed resources, this requires:  Being more specific with budget requests;  Developing Stronger justifications for new budget requests; and  Focusing on program needs instead of wants. In response to today’s challenging economic times and securing needed resources, this requires:  Being more specific with budget requests;  Developing Stronger justifications for new budget requests; and  Focusing on program needs instead of wants. 18

19  Timelines  Justifications  Cost Estimates  Incremental Spending  Prioritization  Strategic Reductions or Plus Ups  IMC’s (Internal Management Controls)  Execution 19

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