Module #4Human 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