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WELCOME Managing the Education Enterprise. GET SET! Consider all the management styles you have encountered in your life. If you HAD to put a label on.

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Presentation on theme: "WELCOME Managing the Education Enterprise. GET SET! Consider all the management styles you have encountered in your life. If you HAD to put a label on."— Presentation transcript:

1 WELCOME Managing the Education Enterprise

2 GET SET! Consider all the management styles you have encountered in your life. If you HAD to put a label on the style you favor MOST — what would that label be? ______________________________ What are the key attributes of this style that most appeal to you?  __________________ Share your results with a partner at your table.

3 SESSION OVERVIEW  Get Set!  Management Essentials  21 st Century Imperatives  College/University Challenges  Managing the Enterprise o People o Budget(s) o Technology o Work Climate  Managing Self o Time o Stress o Relationships o Growth  Summary and Overview

4 WHAT EXACTLY IS MANAGEMENT? The word “to manage” hails from “maneggiare”, an Italian word that was being derived from Latin. Management in general is a vast subject that cannot easily be restricted to a few processes. Management is the organizational activity (organizing of resources [human capital, etc.] and work) in order to reach given objectives; but also it is important for a manager to distribute tasks to his/her subordinates and to control their work-process. American Management Association

5 EVOLUTION OF MANAGEMENT THEORY Management Approach Central Themes (Proponent—period influence is prominent) Scientific Focus on efficiency, emphasis on process control. Critics felt it gave too much power to management, reduced workers to robots. (Frederick Taylor—1911) Administrative- Bureaucratic Management is part of all aspects of our life—functions society needs to perform include planning, organizing, commanding, coordinating, and controlling. (Henri Fayol—1916; Max Weber—1940s) Human Relations Emphasizes the importance of human interaction and personal relationships in the work place. (Elton Mayo—1920s; Maslow & McGregor) Systems Seeks a balance between the Scientific and Human Relations Approaches. (Ludwig von Bertalanffy—1960s-70s) Contingency Perspective Builds on the systems approach, suggests many factors impact performance–no one best way, must adapt to circumstances and situation. Chaos Theory Any system can exist without specific direction—small changes can have a significant impact. (Edward Lopez Butterfly Effect, 1960s; Tom Peters 1980s) Engagement Promotes the philosophy that building employee engagement (Humanistic) empowers and involves employees in achieving outcomes. (Gallup—2000s)

6 MANAGEMENT IS CONNECTED TO... Everything!  Anger Management  Business Management  Classroom Management  Conflict Management  Crisis Management  Financial Management  Health Management  Personal Management  Personnel Management  Quality Management  Supply Chain Management  Stress Management Management  The act or skill of controlling and making decisions about a team, department, etc.  The people who make decisions about an enterprise, business, department, sports team, etc.  The act or process of deciding how to allocate or use resources.

7 KNOW YOURSELF LOOK FOR CLUES  Behavioral Style — the way your work may say much about the way you manage.  Strengths — what moves you to do things and enables your success.  Experience — consider what worked best for you, moved others forward in a productive and positive way.

8 KNOW YOUR STYLE

9 MANAGEMENT AND 21 ST CENTURY CHALLENGES PARADIGM PASTPARADIGM FUTURE One right organizationFluid, adaptable, flexible structure One right way to manageOne does not manage people, the task is to lead them Technologies and end users fixedChange is volatile, uncertain, complex, and ambiguous Management’s scope legally definedScope of management is not legal, it is operational The inside is management’s domainManagement exists for the sake of achieving results and often must focus on forces outside before facilitating an inside response Adapted from Management Challenges for the 21 st Century by Peter Drucker

10 MANAGING THE EDUCATION ENTERPRISE  Similarities  Valuable Resources  Important Outcomes  High Expectations  Planning, Budgeting, Organizing, Controlling, Directing, Analyzing, etc.  Differences  Variable Funding  Direct (Hard)  Indirect (Soft)  Control over inputs and outputs  More part-time than full-time  Grade standards  Student access, entry, retention, success  Stakeholder Interests  Students  Faculty  Community Leaders  Parents/Family  Community Focus (defined Districts)  Protected Boundaries  Accreditation limits competition

11 IS COLLEGE ADMINISTRATION REALLY DIFFERENT?  Cycle of Use and the Academic Year o Bursting from fall to spring, morning to early afternoon o Summer solstice, Friday doldrums, empty evenings  Concentration of highly educated professionals with a narrow frame of reference on their discipline. o Focus on scholarship o Tenure o Research o Challenges in managing from the middle  Limited staff/administrative oversight of key functions across the enterprise. o Government oversight o Accreditation o Mandates connected to “soft” money  Variety of stakeholder interests, each exercising influence over key decisions. o Government o Board o Donors o Faculty Groups o Students

12 KEY ELEMENTS TO MANAGE  People o Assignments (Workload) o Behavior o Development o Network o Performance o Recruitment and Placement o Relationships  Work Climate (Q12)  Facilities  Technology  Budget(s)  Self

13 SPECIAL BOOKS ON MANAGING HIGHER ED

14 IDENTIFY A KEY RESOURCE  Reflect on the resources that have been key to your development as a manager.  Jot down two or three resources that have made a positive difference.  Share them with your group and list the top three you would like to share with the rest of the class.  Take 15 Minutes  Record your responses and share.

15 MANAGING PEOPLE  Develop Relationships  Encourage Feedback  Mentor and Coach  Communicate  Be Positive “Treat them as people, not employees.” Keeping the Good Ones

16 MANAGING UNACCEPTABLE BEHAVIOR TipsIn Practice Seek to understand whyBad behavior is often linked to a root cause. Discover the cause and you can root out the bad behavior. Using your coaching and communication skills Remember AID and GROW and the 5 Rs; concentrate on achieving a positive outcome. Take control of tough performance situations Get your facts right, know the options, be factual, and use emotions constructively. Be honest and direct about the cost and consequences, as well as the options and opportunities Do not diminish the downside of the unacceptable but do not let that be the be all end all — seek transformation, not obedience. Use the process to facilitate development and growth Given the right frame of mind, there is much to be gained from the process of managing unacceptable behavior – there is little to be gained from avoiding it.

17 CAMPUS INCIVILITY What is it about campus life that contributes to incivility among professionals?  In the department  In the classroom  As manipulation  As retaliation or indifference  Bullying  Mob rule

18 PERFORMANCE FEEDBACK AND EVALUATION  Know the evaluation process.  Use it as an opportunity, not an obligation.  Prepare, Prepare, Prepare!  Make it a dialogue, not a lecture.  Focus on the future as well as the past.  Take a strengths-based approach.  Solicit Feedback!

19 MANAGING THE WORK CLIMATE  Walk around  Listen  Be attentive  Engage constructively  Shape expectations  Reframe positively  Review “Work climate is the prevailing workplace atmosphere as experienced by employees. It is what it feels like to work in a group.” Management Sciences for Health

20 MANAGING BUDGETS CategoryImpact/Use Operating BudgetTypically funds that derive from all sources and support daily operations including the payment of salaries and benefits, supplies, routine service contracts, select equipment, etc. Capital BudgetSeparate from operating funds, centrally managed for the institution, supports new construction, major remodel, and some maintenance. Often tied to special allocations. Auxiliary BudgetsSelf-supporting, not connected to the operating budget, not lined to tuition and fees, often linked to special activities like health care centers, sports venues, etc. Special FundsEstablished for designated programs and activities, often connected to donors and endowments. Source: Budgets and Financial Management in Higher Education, Barr and McClellan “Budgets and financial matters never seem to be topics that stir the souls of individual program managers, department heads, or other administrative staff.” Barr and McClellan

21 SAMPLE BUDGET CYCLE PeriodActivity September through March Continual review, prioritization, and analysis of expenditure requests; discussions with Budget Advisory Committees, Cabinet, and Faculty Academic Policy Committee. November Enrollment Planning Committee provides guidance on FYS targets and Office of Financial Aid provides guidance about grant targets. December Budget information is reviewed with Cabinet, the Budget Advisory Committee, and the Faculty Academic Policy Committees, and input is solicited. January The Board of Trustees considers the Administration’s recommendations for tuition and fee increases, financial aid investments, and enrollment targets. March The Board of Trustees considers the Administration’s recommendations for the operating budget, including compensation-related and capital-related expenses. April Divisions and Departments distribute their budget allocations into the various accounts based on their plan of how the money will be spent. May-June The approved operating budget is available for viewing.

22 MANAGING TECHNOLOGY Strategic Goals ( Europe and North America )  Improve technology infrastructure.  Increase accessibility for students, staff, and faculty.  Improve internal administrative processes.  Improve internal and external communication.  Promote and facilitate research.  Expand and improve teaching and learning. Managing Technology in Higher Education, Tony Bates and Albert Sangra “....universities and colleges are still struggling to fully integrate information and communication technologies within their activities.” Bates and Sangra

23 MANAGING SELF  Identify your values  Clarify the objects of your desire  Create a workable strategy that leverages your... o Culture o Interests o Resources o Relationships o Strengths o Time  Avoid marginal mistakes  Be positive and resilient  Commit to learning and growing

24 MANAGING TIME  Plan ahead; prioritize!  Block time for important projects.  Enlist the aid of an assistant if available.  Observe those you respect who seem to have mastered their calendar.  Hit the pause button and reflect on what is working and what is not.  Establish standards and stick to them.  Take time away from everything at strategic points during the day or week to refresh, reframe, and reenergize.  Remember, in the end – you get to choose – make good choices!

25 MANAGING STRESS  Figure out where the stress originates.  Consider what you can control—and work on that.  Do what you love.  Manage your time well.  Create a toolbox of techniques.  Pick off the negotiable items from your plate.  Preserve good boundaries.  Embrace mistakes—or at least do not drown in perfectionism.

26 MANAGING RELATIONSHIPS  Reach out, bridge the gap. o Can’t always wait for them to come to you. o Should be mutually rewarding.  Do not make promises you cannot keep. o Honor commitments. o Keep track of your commitments.  Communicate, listen, respond. o Know the difference. o Know when to do one or the other.  Embrace differences and change. o Relationships evolve — deal with it! o Do not expect a different version of you!  Reenergize as needed. o Relationships involve a process of give and take — they need fuel to be sustained over time.

27 o Moving Forward o Learning to Serve o Gaining Knowledge o Reaching Out o Teaming Up o Opening Your World o Plan of Action Ken Blanchard and Mark Miller “Growing for a leader is like oxygen to a deep sea diver; without it you die. Unlike the diver you may not physically die—but if you stop growing, your influence will erode; and over time, you can even lose the opportunity to lead at all.”

28 LEARNING CAFE  Form 4 groups  Go to corner of the room  Respond to the issue posted  Record your responses  Report out

29 SUMMARY  Management matters!  Management philosophy and key concepts continue to evolve.  Managing higher education poses unique opportunities and challenges.  Management includes all aspects of the enterprise but of greatest import are —  People  Work Climate  Budgets  Technology  Learning to manage yourself is critical. o Time o Stress o Relationships o Growth

30 REFLECTION


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