How Do We Make Work

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• How Do We Make Work Work?Being an Effective
  Leader in Difficult Times
• 800 a.m. to 12 Noon
• January 30, 2009
• Satellite Student Union
• Shoshone Room

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Todays Agenda

• 800 to 815 Continental Breakfast and
  Networking
•  815 to 850 Working at Other Universities Is
  CSUN Different?
• Harry Hellenbrand
•  Personal Effectiveness
•  850 to 930 What Do People Expect from their
  Jobs?
• Debra Mandel
•  930 to 1000 Discussion with Hellenbrand and
  Mandel
•  Organizational Effectiveness
•  1000 to 1020 Leveraging Limited Resources
  through Teamwork and Strategic Thinking
  Stella Theodoulou
•  1020 to 1030 Introduction to Cases
•  1030 to 1130 Case Work in Table Groups
•  1130 to 1200 Discussion and Wrap-Up Harry
  Hellenbrand

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Working at Other Universities Is CSUN Different?

• Harry Hellenbrand
• Provost and Vice President for Academic Affairs

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6,500
NOT SO, WHY NOT SO, BUT SO, HOW SO, HMM, SO
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3,500
500
250
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3
5
WRITE
YES!
BUSY
ADVISE
DIVERSITY
RESEARCH
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(No Transcript)
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BUREAUCRAT CYNIC REVOLUTIONARY DROP
OUT RAVING LUNATIC REFORMER
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JAIL THAT WE BUILT FOR US
NO, WE CANT DO THAT
SCREW THE PLACE, DO THAT
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RESOURCES
LEARNING
ORGANIZE OPEN UP ORCHESTRATE OPERATE PUBLICPRIVAT
E POLITICAL
CHANGE
DIFFERENT VOICES
YES, YES IS BAD
PLANNING
WORK
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(No Transcript)
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BUDGETS
ACCOUNTABILITY
EQUITY
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collective
PLAN ADJUST
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CONSULT
CULTURE
COLLABORATE
CONSERVE
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INDIVIDUALS
VALIDATE
GROUPS
RESULTS
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(No Transcript)
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LOVE
WANT
SPIRIT LAW CHATTEL
EXCEPTN RATIONAL BOSS
BELIEF COMPLIANT PERSONALIZE
PERSONAL IMPERSONAL UNFAIR
ENABLING DEFENSIVE IGNORE
I CHANNEL I PROGRAMED I INSULT
I
WHATSIS
HATE
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VALUES MISSION
RULES
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ORGANIZE EVIDENCE OPEN UP ACCOUNTS OPERATE
HONESTLY OWN MISTAKES
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What Do People Expect from their Jobs?

• Debra Mandel
• Guest Speaker

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Debra Mandels 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

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Debra Mandels 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 ContagiousWhat
  Attitude Do You Bring to The Job?
• Importance of Work/Life Balance

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Debra Mandels Outline (p. 3)

• Dealing With Unreasonable People and Expectations
• Building Effective Leadership and Positive
  Responses
• Work Isnt Just About the 3 Ps (Performance,
  Promotion, and Professionalism) Its Also About
  the 3 As (Admiration, Acknowledgment, Acceptance)
• Recognizing Your Impact on Others
• Encouraging Intrinsic Rewards

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Debra Mandels 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?

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Discussion
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Leveraging Limited Resources through Teamwork and
Strategic Thinking

• Stella Theodoulou
• Dean
• College of Social and Behavioral Sciences

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Leveraging Limited Resources through Teamwork
Strategic Thinking

• OR
• How To Survive Recession, Depression,
• Lunacy and Insanity

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CSUN
Reality

• Our situation isnt temporary its 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

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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
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Changing What How We do ThingsThe Stages
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So We Have to Move to Comprehensive ChangeHow?
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

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Distribution of Resources Dilemma

• Current

• Future

• Faculty, Students Staff dont 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

• Transparency and dissemination of real costs
• Redesign budget process
• Strategic thinking guides planning sets
  priorities
• Reevaluate where cross subsidies should be

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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

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Introduction to Cases
Michael Spagna Dean Michael D. Eisner College of
Education
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Discussion and Wrap-up
Harry Hellenbrand Provost and Vice President for
Academic Affairs