FROM GRAD TO PROFESSIONAL: RENEWING OUR COMMITMENT TO STUDENTS Dan Stypa Jennifer V. Muscadin University of South Florida University of Central Florida

PURPOSE AND AGENDA  Purpose  Important to take time to explore our own reasons and reasons for entering the field In order to successfully work with students to help them find their sense of calling  Renew our passion and commitment to the field and the students we serve.  Agenda  Competence of Institutional Culture  Relationship Building  Professional Development  Summary

OBJECTIVES By the end of this presentation, you will be able to:  Define & describe organizational and institutional culture.  Identify methods of effective networking.  List the benefits of building relationships & mentoring.  Describe methods of professional development & create an individualized professional development plan.

ORGANIZATIONAL CULTURE What is organizational culture?  Values and organizational behaviors that members of your institution define as the “norm” (Masland, 1985, Kuh & Whitt, 1988, Peterson & Spencer, 1990). Why is competence of organizational culture important?  Organizational culture often dictates student, administrator and faculty behaviors within the organization (Masland, 1985). Thank you to LaVonda Walker from the University of Central Florida for contributing to our knowledge of Organizational Culture.

THE EVOLUTION OF ORGANIZATIONAL CULTURE Organizational culture can be seen through “windows“ (Masland, 1985) Institutional Culture SagaHeroesSymbolsRituals History explains the institutions existence Role models of the institution Representative of the institution Actions that are performed by members

COMPETENCE OF INSTITUTIONAL CULTURE Utilizing tenants from organizational culture theory, one is able to identify the culture of their institution.  Collegial culture emphasizes disciplines, faculty, research, and scholarship.  Managerial culture values the “organization, implementation and evaluation of work that is directed toward specified goals and purposes” (p. 43).  Developmental culture seeks to enhance faculty, staff, and students through programming.  Advocacy culture ensures the fair treatment of individuals through equitable policies and procedures.  Virtual culture values global knowledge.  Tangible culture is defined by its roots and values “traditional” education. (Berquist & Pawlak, 2008)

IDENTIFYING YOUR CULTURE Knowing your institutions culture will impact your ability to transition into your new role (Renn and Hodges, 2007). 1. Read the university’s mission statement. 2. Speak to your new colleagues. 3. Speak to your students.  What is YOUR institutional culture?  How did you assess YOUR institutional culture?

THE ART OF NETWORKING It's not WHAT you know; It's WHO you know that counts!

WHAT IS NETWORKING? “The linking together of individuals who, through trust and relationship building, become walking, talking advertisements for one another.” (Speisman,2009)

EFFECTIVE NETWORKING Effective networking consist of various components such as:  Develop a networking mindset (Rothberg, 2009)  Be prepared and well-informed  Identify your target (Rothberg, 2009)  Develop a 30-second commercial (Rothberg, 2009)  Speak with the 4-F’s (Dhillon, 2008)  Ask questions and listen  Contact information and follow-up  Build rapport

FROM NETWORKING TO RELATIONSHIPS A relationship is normally viewed as a connection between two individuals. (Speisman, 2009)

MAKING NEW RELATIONSHIPS Tips on how to start relationships (Schnese, 2008)  Always be prepared  Shareable ideas  Empathize  Spend the time  Reach out

(MUTUALLY) BENEFICIAL RELATIONSHIP Mutually beneficial relationships must have the following (Schnese,2008) :  Formed between individuals, not institutions  Common interests  Mutually beneficial and fulfilling  Sincere, natural, and voluntary  Mutual respect and fulfilling dialogue  Ongoing maintenance and nurturing

PROFESSIONAL DEVELOPMENT  Professional development does not end.  NASPA Standards of Professional Practice (2009) charge members to:  Continue personal growth.  Make contributions to our profession.

LEVELS OF PROFESSIONAL DEVELOPMENT New professionals are able to participate in professional development opportunities at different levels (Schwartz & Bryan, 1998). Individual Group or program Departmental Divisional Professional Association Personal interest Colleagues with a common interest work together Development is for an entire office Training is provided for departments under a division for policy implementation Development opportunities are available at the national, regional and local levels LevelDescription

FINDING PROFESSIONAL DEVELOPMENT OPPORTUNITIES  Look for professional development opportunities that will enhance and develop your skill set, therefore increasing your marketability (Hemphill, 2002). Check:  Association memberships  Human Resources  Institutional service  Community  What have you done so far?

PROFESSIONAL DEVELOPMENT PLAN  “By participating in conferences and other professional development programs, newcomers can learn, sharpen abilities, and evaluate career decisions while they increase their marketability.” (Hamrick & Hemphill, 2002).  Creating an Individual Plan  What have you done so far?  What opportunities are available to you?  Where do you want to go next?

PERFECTING YOUR TRANSITION Beginning your new professional role can be overwhelming. As you transition, 1. Get to know your institution by identifying it’s culture.  Increased competence in institutional culture will ensure increased confidence in your new position. 2. It’s all about relationships  Remember, the goal is to establish lasting working relationships. Reach out and talk to your peers, neighbors and those around you. Take a genuine interest in them and you’ll be surprise with the results. 3. Continue your professional development.  Development does not just stop when you earn your degree. Search for professional development opportunities at all levels to sharpen your skills and increase your marketability.

REFERENCES Berquist, W. & Pawlak, K. (2008). Engaging the six cultures of the academy. San Francisco: Jossey-Bass. Dhillon, A. (2008). 25 Absolute essentials for networking success. Retrieved June 29, 2009 from Hamrick, F. & Hemphill, B. (2002). Pathways to success in student affairs. In M. Amey & L. Reesor (Eds.), Beginning your journey: A guide for new professional in student affairs (pp ). Washington, DC: NASPA Kuh, G. & Whitt, E. (1988). Culture in American college and universities. In M. C. Brown II (Ed.), Organization and governance in higher education, 5 th edition (pp ). Boston: Pearson Custom Publishing. Masland, A. (1985). Organizational culture in the study of higher education. In M. C. Brown II (Ed.), Organization and governance in higher education, 5 th edition (pp ). Boston: Pearson Custom Publishing. National Association of Student Personal Administration. (1990). Standards of professional practice. Retrieved June 26, 2009 from

REFERENCES Peterson, M. & Spenser, M. (1990). Understanding academic culture and climate. In M. C. Brown II (Ed.), Organization and governance in higher education, 5 th edition (pp ). Boston: Pearson Custom Publishing Renn, K., & Hodges, J. (2007). The first year on the job: Experiences of new professionals in student affairs. NASPA Journal, 44(2), p Rothberg, S. (2009). Networking for college students and recent graduates: Top 7 steps you can take now. Retrieved June 27, 2009 from Schnese, G. (2008). Stop networking and start building relationships. Retrieved June 27, 2009 from Schwartz, R. & Bryan, W. (1998). What is professional development? New Directions for Student Services, 84, p Speisman, S. (2009). 10 tips for successful business networking. Retrieved June 27, 2009 from

CONTACT US  Jennifer V. Muscadin University of Central Florida Office:  Dan Stypa University of South Florida Office: