Competence of Institutional Culture

From Grad to Professional: Renewing our Commitment to Students Dan Stypa Jennifer V. MuscadinUniversity of South Florida University of Central Florida

1Purpose and AgendaPurposeImportant 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.

AgendaCompetence of Institutional CultureRelationship BuildingProfessional DevelopmentSummary2ObjectivesBy 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.Organizational Culture

Many of us are aware of culture as it relates to analyzing the diverse make up of the members on our campuses. Most institutions have offices and promote events dedicated to promoting cultural competence on their campus.

When making the transition from a masters student to a new professional, it is important to analyze the institutional culture identify the values and organizational behaviors that many at your institution define as the norm (Masland, Kuh, Peterson & Spencer).

It is important to know your institutions cultures. As Masland (1985) points out, understanding the culture of your organization, or in our case institutions, will give you valuable feedback on how processes came to be. For the new professional, this is extremely important because the culture usually dictates who you will interact with colleagues and students.

4The Evolution of Organizational CultureOrganizational culture can be seen through windows (Masland, 1985)History explains the institutions existenceRole models of the institutionRepresentative of the institutionActions that are performed by membersThe evolution of organizational culture

An institutions culture does not just appear. The development of a culture usually occurs overtime. When trying to identify the organizational culture, Masland (1985) provides four windows which we can use to identify proliferation of culture on our campuses:

Saga uses the history of the institution to explain why they are different from others. For example, the University of Florida has their history of being the states oldest university.

Heroes are the role models (usually founders) of the university and define ideals and beliefs of the institution. For example, Thomas Jefferson can be considered the hero University of Virginia for promoting notion of intellectual freedom.

Symbols are representations that point to the culture of the institution. These are great because not can university point to them as a basis for culture, but people outside the institutions may recognize them and be able to make inferences about the values of the institution. For example, Florida State Universitys mascot of the Seminole, to honor the bravery of Seminole Tribe in Florida.

Rituals provide insight into the institutions past as actions performed by members of the institution. For example, an institution that offers annual teaching awards will give you valuable insight on how much they value teaching.

5Competence of Institutional CultureUtilizing 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)Competence of Institutional Culture

From a combination of sagas, heroes, symbols and rituals, various types of institutional cultures will manifest. In fact, Berquist (2008) identifies six institutional cultures that have appeared on our campuses.

The collegial culture places value on their academic disciplines and the faculty members who represent each. Members of the collegial culture value faculty research and scholarship (Berquist, 2008, p. xiii) and governance by its faculty members with a great sense of autonomy. This is typical of many universities.

In the managerial culture, emphasis is placed on how the institution operates. These institutions value fiscal responsibility and believe that institution is defined by the goals and objectives they create and achieve (Berquist, 2008). Clarity and specificity are paramount.

The developmental culture promotes the development and maturation of all members of its institution.

The advocacy culture believes in the equal treatment of all members in this culture. As Berquist notes, this culture finds meaning in primarily establishing equitable and egalitatarian policies and procedures for the distribution of resources and benefits in the institution (Berquist, 2008). For example, in this culture, one may find collective bargaining agreements to ensure equity in pay.

The virtual culture is the first of two new cultures identified by Berquist (2008). The members of this culture value global knowledge. With their open system, they are able to respond quickly to the changing pace of technology and seek out opportunities to link education across the world.

The tangible culture is the second of the two cultures by Berquist (2008). The members of this culture can be an older or newer institutions, in either case; theses institution defines itself by its roots and values face-to-face education that is held in physical locations.

6Identifying Your CultureKnowing your institutions culture will impact your ability to transition into your new role (Renn and Hodges, 2007).

Read the universitys mission statement.Speak to your new colleagues.Speak to your students.

What is YOUR institutional culture?How did you assess YOUR institutional culture? Identifying your Institutions Culture

Renn and Hodges (2007) suggest that, Graduate students would benefit from more discussion of the potential impact of organizational culture on their transition into a new position and their ability to be a change agent in their new environment (p. 385).

Read the universitys mission and history. It may be have been awhile since you studied your institution since your job interview. Take the time to familiarize yourself with the mission and history as both are a great sources for identifying the heroes and sage of the university.

Speak to your new colleagues. Another great source of information is to speak with your new colleagues. Belle, the administrative assistant who has worked in the department for 15 years will be able to give you a more in depth history about your individual department.

Speak to your students. Students are the pulse of the institution and will be able to give you more information about the campus rituals and symbols.

7The Art of NetworkingIt's not WHAT you know;It's WHO you know that counts!"It's not WHAT you know; it's WHO you know that counts." Maybe those sounds unfair or calculating but think of it another way: If no one knows about your skills, talents, and projects, who is going to help you make the best of them?

Why network? According to Careers International, 80 percent of all available jobs are not formally posted. Landing a position is more easily accomplished through word of mouth.

8What is Networking?The linking together of individuals who,through trust and relationship building, become walking, talking advertisements for one another. (Speisman,2009)

According to Speisman, effective professional networking is the linking together of individuals who, through trust and relationship building, become walking, talking advertisements for one another. Although networking can be a painful and frustrating, Student affairs work is rarely a solitary endeavor. It is important for aspiring new professionals to seek out collegial advice, perspectives and support. Peers, faculty, and colleagues are invaluable resources who offer diverse perspectives on the transitions from Masters to a professional. (Magolda & Carnaghi, 2004).

Transition: Tapping into those diverse perspectives can be accomplished through effective networking.

9Effective NetworkingEffective networking consist of various components such as:

Develop a networking mindset (Rothberg, 2009)Be prepared and well-informedIdentify your target (Rothberg, 2009)Develop a 30-second commercial (Rothberg, 2009)Speak with the 4-Fs (Dhillon, 2008) Ask questions and listenContact information and follow-upBuild rapport Transition: Effective networking consist of various components.

Develop a Networking MindsetNetworking requires commitment and work. Think of networking as a priority as you attend professional and social event. Every opportunity counts.

Because every opportunity counts, it is very important to always Be Prepared and Well InformedAlways have business cards with you and an updated rsum you can send upon request. Read journals and current trends that are affecting our profession.

Your preparation will help you determined what youre after and where to find it. Identify Your Target and Identify where to networkJoin professional organizations that will help you meet your target/goal. Getting involved in the committees of your favorite organization, or volunteering--NASPA

Many of us have heardYou only get one opportunity to make a first impression Your first impression will be your 30-Second CommercialThis is where you will provide a brief summary of who you are and what youd like to do professionally.

After you develop your commercial you will them be ready to engage the 4-Fs: Family, Friends, Family Friends and Friends Family. It is very important to speak with everyone you know about your career goals and aspirations. Think of every place you go as an opportunity to meet people.

When you engage in conversations always remember to Ask open-ended questions and Listen People enjoy being listened to. The secret to being a great listener is to ask the right questions. Go with open-ended questions that will get people to talk. It is important to listen more than you speak, make eye contact and watch your non-verbal cues. It is very important to be an active listener because it shows your interest in the individual.

Contact Information and Follow-upAsk for their business card and also ask what is the most effective way to communicate. Keep in mind that Facebook, Myspace and Twitter are not widely used by seasoned professionals and those social sites are very casual and tend to be very personal. It is okay to askwhat is the best way to contact you? If you are given a business card take the time to write down some keys words to help you remember what you both discussed during your brief encounter. Follow up is a deal marker or breaker! Make sure you use the contact information and follow up!!!

Build Rapport Build rapport by contacting people when you don't need anything. Stay in touch every few months, and your conversations can be purely social. After you've met someone knowledgeable and interesting, send a quick e-mail or a handwritten note saying how much you enjoyed meeting the person.

Transition: If you want to learn more from your contact, propose lunch or coffee, that personal interaction will lead your networking to a relationship.

10From Networking to RelationshipsA relationship is normally viewed as a connection between two individuals.(Speisman, 2009)That connection usually blossoms in non-networking, low stress, situations (dinner parties and social settings) because nothing is expected. This environment allows everyone to act natural. If you aren't expected to connect with someone, when you do connect it's genuine and authentic. Through these connections, relationships are formed.

Transition: You should always be ready to start a new relationship. Here are some tips to help you with new relationships.

11Making New Relationships Tips on how to start relationships (Schnese, 2008)

Always be prepared Shareable ideas Empathize Spend the time Reach out

Always Be Prepared - Step one is to make sure you always have your business card with you. A business card is your most basic relationship tool.

Shareable Ideas - Think of 3 interesting ideas and keep them in the back of your mind, current events and popular topics work well. These topics allow you to open a dialog, which is the first step to building a relationship.

Empathize - Think not only of yourself. Try to imagine the other person's needs. How could you help them? What can you offer? By giving a little, you can get a lot.

Spend The Time - Spend the time to get to know someone. Don't pressure yourself into meeting as many people as possible. Slow down and connect with those who are around you. Like anything of value, a relationship takes time to build.

Reach Outreaching out is where you begin to communicate and share ideas with one another. When you reach out to your contacts, you'll have something important and interesting to say, based on your previous conversation. Very much like a friendship.

Transition: the key in making a new relationship is to get to know one another so that the parties involved are mutually satisfied with the relationship.

12(Mutually) Beneficial RelationshipMutually beneficial relationships must have thefollowing (Schnese,2008):Formed between individuals, not institutionsCommon interests Mutually beneficial and fulfilling Sincere, natural, and voluntaryMutual respect and fulfilling dialogue Ongoing maintenance and nurturingMutually beneficial relationships are connections that are formed between individuals, not institutions

Relationships demand that there be some common interests between the individuals. Finding common topics of interest creates opportunities for conversation, understanding, and mutual appreciation and respect.

To endure, relationships must be mutually beneficial and fulfilling. Relationships where one party consistently asks for favors or assistance without providing some benefit in return do not endure over time.

True relationships are sincere, natural, and voluntary. Real relationships are not forced but develop on their own as individuals are drawn to one another and personal attributes quickly overshadow professional or institutional affiliations.

Parties in a relationship enjoy an environment of mutual respect and fulfilling dialogue. Moving from mere acquaintances to a true relationship occurs naturally when parties treat each other with respect and engage in dialogue that is interesting and satisfying.

Relationships require ongoing maintenance and nurturing to endure and grow. Neglected relationships quickly go cold. Professional working relationships, especially, require varied forms of repeat contact to remain vibrant and productive.

Transition: As you are taking the time to build relationships with others dont forget to build yourself professionally.

13Professional DevelopmentProfessional development does not end.

NASPA Standards of Professional Practice (2009) charge members to:Continue personal growth.Make contributions to our profession.Professional Development

Your professional development does not end when your degree is certified and you have your first job as a new professional. According to NASPAs Standards of Professional Practice, members have an obligation to continue personal professional growth and to contribute to the development of the profession by enhancing personal knowledge and skills, sharing ideas and information, improving professional practices, conducting and reporting research, and participating in association activities. Hirt (2006) adds to this by stating that is the responsibility of the professional to seek additional professional development opportunities.

14Levels of Professional DevelopmentNew professionals are able to participate in professionaldevelopment opportunities at different levels (Schwartz & Bryan, 1998).IndividualGroup or programDepartmentalDivisionalProfessional AssociationPersonal interestColleagues with a common interest work togetherDevelopment is for an entire officeTraining is provided for departments under a division for policy implementationDevelopment opportunities are available at the national, regional and local levelsLevelDescriptionLevels of Professional Development

According to Schwartz & Bryan (1998) professional development can occur in many differ levels:

Individual: Taking a personal interest your professional development, you may take courses at your institutions (such as your masters or doctoral degrees) or participate in small seminars, such as webinars offered by NASPA.

Group or program: At this level, you and few of your colleagues will participate in workshops together based on a shared interest.

Departmental: Development is provided for a group of people, usually for an office (Bryan & Schwartz, 1998). For example, a department would like to train their advisors on a newly formatted degree audit.

Divisional: At this level, development is provided for all departments that are under the division. At UCF, this would the Student Development and Enrollment Services (SDES). Training at this level is provided so that information can be given to a number of people in various departments. Bryan and Schwartz (1998) highlight the example of a division implementing a new orientation program. Many departments are involved in the production of orientation for new and transfer students, so training for these various departments is essential.

Professional Association: There may be opportunities for you at the national, regional and local levels of your associations. From webinars to committee service, opportunities can related to specific jobs or interest groups such as graduate students and new professionals.

15Finding Professional Development OpportunitiesLook for professional development opportunities that will enhance and develop your skill set, therefore increasing your marketability (Hemphill, 2002). Check:

Association membershipsHuman ResourcesInstitutional serviceCommunity

What have you done so far?Finding Professional Development Opportunities

Professional development is key in the transition from a Masters student s to a professional. Investing in your professional development at the personal level will allow you to take your career in student affairs further. When starting your new role, consider what you would like to get out of your new job and seek those opportunities that will put you in a place to achieve your future career goals. When looking for professional development opportunities check:

Associations: Associations such as NASPA provide an abundance of opportunities for development at the both the national and regional levels. From being a reviewer to working on a committee for one your knowledge communities.

Human Resources: All institutions have a human resource office that encompass a training and development office. On their websites, you may find training to enhance technical skills such as working with different software programs and interpersonal skills such as supervisory training.

Institutional service: Consider opportunities that may become available within your institution. Participating in search committees and working with other departments can enhance and develop your personal skill set.

Community: Look to your community. Local YMCA and Boys and Girls Clubs and even volunteering at your local schools allow for mentoring opportunities which many have recognized as a development opportunity.

Remember, you may not always want to be in your current position. As Hamrick and Hemphill (2002) note, By participating in conferences and other professional development programs, newcomers can learn, sharpen abilities, and evaluate career decisions while they increase their marketability (p. ..). Your marketability will allow you to transition into new a role in your profession.

16Professional Development PlanBy 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 PlanWhat 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,

Get to know your institution by identifying its culture. Increased competence in institutional culture will ensure increased confidence in your new position.

Its all about relationshipsRemember, 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 youll be surprise with the results.

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.

According to John Ango, an executive business coach: "The formula for success = your human capital (what you know) times your social capital (who you know) times your reputation (who trusts you)."When you build relationships you are increasing your social capital and reputation. You may even build your human capital too because you can learn a lot through your 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 youll be surprise with the results.

18References 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 http://www.dumblittleman.com

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. 119-140). 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, 5th edition (pp. 160-169). 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, 5th edition (pp. 145-152). Boston: Pearson Custom Publishing.

National Association of Student Personal Administration. (1990). Standards of professional practice. Retrieved June 26, 2009 from http://www.naspa.org/about/standards.cfm.19References Peterson, M. & Spenser, M. (1990). Understanding academic culture and climate. In M. C. Brown II (Ed.), Organization and governance in higher education, 5th edition (pp. 170-181). 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. 367-391.

Rothberg, S. (2009). Networking for college students and recent graduates: Top 7 steps you can take now. Retrieved June 27, 2009 from http://workbloom.com/articles/networking

Schnese, G. (2008). Stop networking and start building relationships. Retrieved June 27, 2009 from www.dumblittleman.com

Schwartz, R. & Bryan, W. (1998). What is professional development? New Directions for Student Services, 84, p. 3-13.

Speisman, S. (2009). 10 tips for successful business networking. Retrieved June 27, 2009 from http://www.businessknowhow.com/tips/networking.htmCONTACT USJennifer V. MuscadinUniversity of Central Floridajennifer.muscadin@ucf.edu Office: 407-823-4165

Dan StypaUniversity of South Floridastypa@usf.eduOffice: 813-974-1995