Module #4 Human Resources Pamela Eddy

Assumptions Organizations exist to serve human needs rather than the reverse People and organizations need each other When the fit b/n individual and system is poor—both suffer A good fit benefits both

Human Needs Maslow’s Hierarchy of needs Physiological Safety Belongingness Esteem Self-Actualization

The Human Resources/Collegial Frame Key Concepts Participation People (as individuals, not “parts”) Shared Power Investing in People Key Contribution Relationship between people & the organization

McGregor’s Theory X and Theory Y Theory X Workers are passive and lazy Prefer to be led Resist change External controls necessary to make sure they are doing their jobs Theory Y Employees prefer to do a good job if they are given the authority to direct themselves Either theory can be a self-fulfilling prophecy.

“Cutbacks and Priorities” Priorities Essential to preserving life in the long or short run Provide for health and safety Avoid significant future harm Prevent more costly services in the future Contribute to the college’s fiscal health or revenue Maintain or embrace quality of life Obsolete, duplicative, ineffective Policies Drastically reduce funding for the college’s new blue light, on campus security system Delay proposed HS to freshman year transition program Terminate college’s emergency medical services Freeze faculty and staff pay increases for the fiscal year Delay implementation of required M/C curriculum general ed course until additional funds become available Put off complying with the Americans with Disabilities Act for one year Reduce by 20% facilities maintenance and groundskeeping budget over the next three fiscal years

Characteristics of “Collegiums” Emphasis on egalitarian, collegial, informal relationships Common experience as members of the academic community Technical competence Mutual respect Shared power/consensual decision-making Amateur administrators who are “first among equals” Shared view of organizational purposes and values Small size

Human Resources Frame: Implications Decision-making emphasizes participation, deliberation, consensus Leaders are “first among equals” or “servants” who Believe in & trust people Are accessible & visible Empower others HR/Collegial frames emphasize caring, community

Human Resources/Collegial Frame: Strengths Strengths Focus on individual-organization relationship Role of participatory decision-making in fostering organizational commitment and ownership Strong collegial body offers an alternative to formal chains-of command and formalized rules and regulations through the development of self- governing norms, including professional accountability

Human Resources/Collegial Frame: Limits Limits Consensual decision-making takes a long time! Ignores the reality of conflict. Places too much emphasis on process and too little on structure. Lack chain of command = pass the buck, inertia, power struggles Lack formalized rules/procedures = lack of uniform treatment

Baldridge et al. Academic Organizations Goal Ambiguity Client Service Professionalism – autonomy, divided loyalties, tension b/n prof. values & bureaucratic expectations; peer evaluation Environmental Vulnerability Organized Anarchy – little central control

Models of Academic Governance Academic Bureaucracy University Collegium University as Political System (see page 139 for comparison of decision making and governance of the above models)

Leadership in the Models Bureaucratic “hero” Technical problem solver Collegial “first among equals” Management by consensus Political “mediator” Strategic decision maker