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Effective Leadership in Difficult Times: Leveraging Limited Resources through Teamwork and Strategic Thinking

Join us for a half-day workshop on how to be an effective leader in challenging times. Topics include working at other universities, personal and organizational effectiveness, leveraging limited resources, and creating a clear vision for the future. Don't miss this opportunity to learn and network with like-minded professionals.

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Effective Leadership in Difficult Times: Leveraging Limited Resources through Teamwork and Strategic Thinking

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  1. How Do We Make Work “Work?”—Being an Effective Leader in Difficult Times 8:00 a.m. to 12 Noon January 30, 2009 Satellite Student Union Shoshone Room

  2. Today’s Agenda 8:00 to 8:15 Continental Breakfast and Networking  8:15 to 8:50 Working at Other Universities: Is CSUN Different? Harry Hellenbrand Personal Effectiveness: 8:50 to 9:30 What Do People Expect from their Jobs? Debra Mandel  9:30 to 10:00 Discussion with Hellenbrand and Mandel Organizational Effectiveness:  10:00 to 10:20 Leveraging Limited Resources through Teamwork and Strategic Thinking Stella Theodoulou  10:20 to 10:30 Introduction to Cases  10:30 to 11:30 Case Work in Table Groups  11:30 to 12:00 Discussion and Wrap-Up Harry Hellenbrand

  3. Working at Other Universities: Is CSUN Different? Harry Hellenbrand Provost and Vice President for Academic Affairs

  4. NOT SO, WHY NOT SO, BUT SO, HOW SO, HMM, SO 6,500 1 3,500 500 250 23 3

  5. WRITE YES! BUSY ADVISE DIVERSITY RESEARCH

  6. 4 YRS RESEARCH TEACH SERVE TENURE UNION AF FREEDOM MAJORS DEPTS COLLEGES DIVISIONS UNIVERSITY STAFF FACULTY ADMINISTRATION

  7. 4 YRS BUREAUCRAT CYNIC REVOLUTIONARY DROP OUT RAVING LUNATIC REFORMER RESEARCH TEACH SERVE TENURE UNION AF FREEDOM MAJORS DEPTS COLLEGES DIVISIONS UNIVERSITY STAFF FACULTY ADMINISTRATION

  8. JAIL THAT WE BUILT FOR US NO, WE CAN’T DO THAT SCREW THE PLACE, DO THAT

  9. LEARNING RESOURCES ORGANIZE OPEN UP ORCHESTRATE OPERATE PUBLIC=PRIVATE= POLITICAL CHANGE DIFFERENT VOICES YES, YES IS BAD PLANNING WORK

  10. WORK RESOURCES PLANNING CHANGE LEARNING RESOURCES LEARNING WORK PLANNING CHANGE

  11. BUDGETS ACCOUNTABILITY EQUITY

  12. collective PLAN ADJUST

  13. CONSULT CULTURE C C C C COLLABORATE CONSERVE

  14. INDIVIDUALS VALIDATE RESULTS GROUPS

  15. WANT LOVE I HATE WHATSIS

  16. VALUES MISSION RULES

  17. ORGANIZE EVIDENCE OPEN UP ACCOUNTS OPERATE HONESTLY OWN MISTAKES

  18. What Do People Expect from their Jobs? Debra Mandel Guest Speaker

  19. Debra Mandel’s Outline • Background and Introduction • What are Your Expectations of Your Workplace and the People in It? Brief Participant Exercise • Differentiating Reasonable Versus Unreasonable Expectations • Personal Story Concerning Workplace Expectations • Expectations are Resentments Under Construction

  20. Debra Mandel’s Outline (p. 2) • Identifying What Is Reasonable To Expect in the Workplace of Yourself and Of Others • Dealing With Disappointment • Creating Healthy Boundaries • What are Boundaries? • How Do We Achieve Them in the Workplace • Understanding that Attitudes are Contagious—What Attitude Do You Bring to The Job? • Importance of Work/Life Balance

  21. Debra Mandel’s Outline (p. 3) • Dealing With Unreasonable People and Expectations • Building Effective Leadership and Positive Responses • Work Isn’t Just About the 3 Ps (Performance, Promotion, and Professionalism); It’s Also About the 3 As (Admiration, Acknowledgment, Acceptance) • Recognizing Your Impact on Others • Encouraging Intrinsic Rewards

  22. Debra Mandel’s Outline (p. 4) • Tolerating (Rather, “Embracing!”) Differences • Understanding Special Issues of Managing People Who Were Once Your Peers • Understanding Transference • Dealing with Jealousy and Envy and/or Entitlement and the Expectation of Favoritism • So How Can You Make Your Work a More Fulfilling and Rewarding Experience?

  23. Discussion

  24. Leveraging Limited Resources through Teamwork and Strategic Thinking Stella Theodoulou Dean College of Social and Behavioral Sciences

  25. Leveraging Limited Resources through Teamwork & Strategic Thinking OR How To Survive Recession, Depression, Lunacy and Insanity

  26. CSUN Reality • Our situation isn’t temporary – it’s a long term structural problem • Administrators, faculty, staff, students need to face the economic reality of the state and country • We need to cut costs and increase student learning in context of limited resources for the foreseeable future

  27. The CSUN Context Demographic Shifts Compact Reduced Financial Support CSUN • New student Learning Needs • Global Society • Civic Engagement • Work Force Realities External Accountability Demands New Technology & Demands for Use Mistrust for Fundamental Reform based on Past Calls for Reform Based upon Financial Realities Contract

  28. Changing What & How We do Things:The Stages

  29. So We Have to Move to Comprehensive Change:How? Transform • We must shift the way we think so we can deal with future now • Strategic thinking must guide planning • Leverage limited resources creating effective infrastructure for evaluating resource impacts of decisions at all levels • Faculty, staff, Administrators, students must become responsible partners • Faculty governance needs to include informed decision-making -will require alignment of governance structures • Increased enrollment in areas based upon societal needs • Significant increases in fund raising are needed but will not offset losses in revenue CREATE A CLEAR & COHERENT VISION OF THE FUTURE FOCUSED UPON STUDENT LEARNING,QUALITY OF FACULTY & STAFF WORK-LIFE AND REDUCING COSTS FOR STUDENTS

  30. Distribution of Resources Dilemma Current Future Transparency and dissemination of real costs Redesign budget process Strategic thinking guides planning sets priorities Reevaluate where cross subsidies should be • Faculty, Students & Staff don’t know what things cost • We have traditional allocation patterns and historical constituencies • Funding patterns emphasize short term • Seem to be locked into existing patterns • There are always cross subsidies

  31. What We Need to Do to Transform • Accept this is a long term situation we have no choice but to change and break with the past • Accept we have to redeploy resources in accordance with vision, principles and accountability demands • Accept this might entail recreating the institution • Constantly challenge our basic assumptions and experiences about how students learn and how the institution is organized • Transformation can only occur if faculty, staff, students, and administrators partner and work together at multiple levels of the transformation

  32. Introduction to Cases Michael Spagna Dean Michael D. Eisner College of Education

  33. Discussion and Wrap-up Harry Hellenbrand Provost and Vice President for Academic Affairs

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