1. Module #4 Human Resources Pamela Eddy

2. Agenda (15 minutes)Housekeeping (20 minutes) TBL—individual/group (10 minutes)Human Resource (30 minutes) Theory X/Theory Y (15 minutes) BREAK (30 minutes)Video (30 minutes)Roles of Leadership

12. Leftover Women What are the implications for more educated women in China? How will this impact group work? What is assumed about gender? What is assumed about group roles? How do the same scenarios exist, or not, in other countries, including the US?

13. Assumptions of HR Frame 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

14. Thought Questions Herzberg’s questions: What were your best work experiences? What were your worst work experiences? Collaboration and groups are discussed in the readings: Describe your best collaborative/group experiences? Describe your worst collaborative/group experiences?

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

17. 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

18. Thought Questions What theorist/concepts stick with you the most from the readings? Jot down key points Bennis Follett/Mayo Maslow McGregor Argyis Herzberg Likert

19. 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.

20. Your Theory X/Y Take the Theory X/Y quiz Share with your table Your current work setting Your preference What do you anticipate you’ll do as a leader? How does Theory X/Y apply in academics?

21. BREAK Think of your lingering questions

22. 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

23. Thought Questions How does the HR frame apply in college settings? Consider the role of high pay noted in the readings Consider the role of mission Consider the role of collaboration How does Mintzberg’s concepts of professional bureaucracy align with the HR frame? What is the role of training in academics?

24. 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

25. 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

26. Google Working at Google Questions: What of the HR frame is evident in the clip? What is most prevalent—theory x/theory y? What is the role of employees? Leaders? What applies to college settings?

27. Roles Conflict occurs among and between roles at the technical level, managerial level, and institutional level. Where have you seen most conflict occurring? Role senders Sent expectations/sent role Received role Where might role ambiguity occur in college settings?

28. Groups Think about the organizational iceberg—what do you now “see” in the covert components? Group roles include tasks, group-building, and maintenance. What causes breakdowns in groups? How do group meetings get hijacked? How do reactions to these scenarios differ by frame?

29. Great Groups-Academics Heart of every great group is shared dream Manage conflict by abandoning the ind ego Protected from the suits Have real or invented enemy View as underdogs Members pay personal price Great Groups make strong leaders Great Groups are product of meticulous recruiting Great Groups are usually young Real artists ship

30. Great Group Construction See handout Consider evidence you have of Great Groups How can you become a leader in this way?

31. Leaders of Great Groups Provide direction and meaning Generate and sustain trust Display a bias toward action, risk taking, and curiosity Are purveyors of hope