The The Bureaucracy Bureaucracy  Strengths – Functional economies of scale – Minimum duplication of personnel and equipment – Enhanced communication – Centralized decision making  Weaknesses – Subunit conflicts with organizational goals – Obsessive concern with rules and regulations – Lack of employee discretion to deal with problems
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Study 2: Defining Discretion • Hypotheses o Distinct Dimensions of Discretion o Between Role Discretion • Discretion in when  nonwork outcomes related outcomes • Discretion in where one works  nonwork outcomes related outcomes o Within Role Discretion • Discretion in how (method) one conducts work  work related outcomes • Discretion over when (task scheduling) one conducts work work related outcomes o Interaction between dimensions of discretion Thompson & Payne (in preparation)
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Lactation Support Program ELIGIBILITY & REQUIREMENTS Eligible Employees & Students Any Pasadena Area Community College District employee or student desiring to express breast milk shall be accommodated, and will be eligible for use of designated Lactation Support Program (LSP) rooms. Human Resources Home (link) Location The District shall make reasonable efforts to provide nursing employees and students with the use of an LSP room or other location, other than a toilet stall or locker room, to express in private. The room or location shall be shielded from view and free from intrusion of others. The rooms will be centrally located to accommodate employees and students that work or attend classes in various buildings; however, the rooms will not necessarily be located in the building in which the employee works or student attends class. An employee assigned to a private unshared office may use that room. Designated LSP rooms shall contain a supportive chair, a table, access to an electrical outlet, adequate ventilation, and a door that can be locked. Room Access Access to LSP room will be unscheduled and on a first–come, first-served basis. Any employee who wishes to use an LSP room must first contact Human Resources to arrange lactation support accommodations, and to be provided instructions for use of and access to the room. Students must contact the Student Health Services office to receive instructions regarding use of the student LSP room. Use of Room The LSP rooms are for the exclusive use of nursing employees and students, on a first–come, first-served basis, and one at a time. Each nursing employee or student user of the room is responsible for keeping the room clean and removing personal items when leaving. If an employee or student finds the room in disarray, she is to contact the Human Resources Office or Student Health Services Office. Employee Break Time The District shall provide a reasonable amount of unpaid break time to accommodate an employee who desires to express breast milk. The supervisor shall permit the employee to take breaks to express whenever and as often as needed. Whenever possible, the break time shall run concurrent with any break time already provided to the employee. For example, employees who work 5 hours or more are provided two (2) twenty (20) minute paid rest breaks and one (1) one-half (1/2) hour unpaid meal break; employees who work less than 5 hours are provided one (1) twenty 20 minute paid rest break. Therefore, an employee who works eight (8) hours would have three (3) provided breaks; and an employee who works four (4) hours would have one (1) provided break. An employee may need other breaks, in addition to the provided breaks. The frequency of the breaks needed by an employee, as well as the duration, may vary. Termination of Accommodation An employee or student may use the LSP room for as long as needed. When an employee no longer has need of lactation support, she must inform Human Resources and her supervisor, and return to her regular break schedule. When a student no longer has need of lactation support, she must inform the Student Health Services Office. LSP Introduction (link) Eligibility & Requirements (link) FLSA Nursing Mothers Rights (link) LSP Accommodation Request Form (link) Designated Locations (link) Campus Map (link)
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Study Question 2: What are the important leadership traits and behaviors?  Blake and Mouton Leadership Grid – Team management. • High task concern; high people concern. – Authority-obedience management. • High task concern; low people concern. – Country club management. • High people concern; low task concern. – Impoverished management. • Low task concern; low people concern. – Middle of the road management. • Non-committal for both task concern and people concern. Management 8/e - Chapter 13 17
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Webinar Outlines Webinar L1: Part I (today) • • • • • • Introduction and brief overview of the strengths approach A model and framework for assessment in strengths-based TR/RT practice The ecological approach to strengths-based assessment Tools for assessment of internal and external strengths: Leisure Domain Tools for assessment of global outcomes of TR/RT services: Well-Being Questions, discussion Webinar L2: Part II (October 8) • • • • • • • Brief overview of the strengths approach and a framework for assessment from Part I Tools for assessment of internal and external strengths: Psychological/Emotional Domain Tools for assessment of internal and external strengths: Cognitive Domain Tools for assessment of internal and external strengths: Social Domain Tools for assessment of internal and external strengths: Physical Domain Tools for assessment of internal and external strengths: Spiritual Domain Questions, discussion 3
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Webinar Outlines Webinar L1: Part I (October 1) • • • • • • Introduction and brief overview of the strengths approach A model and framework for assessment in strengths-based TR/RT practice The ecological approach to strengths-based assessment Tools for assessment of internal and external strengths: Leisure Domain Tools for assessment of global outcomes of TR/RT services: Well-Being Questions, discussion Webinar L2: Part II (today) • • • • • • • Brief overview of the strengths approach and a framework for assessment from Part I Tools for assessment of internal and external strengths: Psychological/Emotional Domain Tools for assessment of internal and external strengths: Cognitive Domain Tools for assessment of internal and external strengths: Social Domain Tools for assessment of internal and external strengths: Physical Domain Tools for assessment of internal and external strengths: Spiritual Domain Questions, discussion 3
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Challenges and Leadership skills critical for success change continuously as new Competencies and increasingly complex business challenges emerge. As leaders progress, they must maintain their core strengths and build different sets of leadership capabilities to address the specific priorities at each successive level. Emergi ng Challeng es Prepare for leadership Deliver results and demonstrate accountability Clarify strengths and aspirations Increase personal and professional effectiveness 1 Skilled Supervis or Challenges Transition from individual contributor to leading a team Let go of doing Empower people to get work done Deal effectively with conflict Solve problems successfully Plant Managers Division Heads Challeng es Challenges Communicate Analyze and solve problems openly and effectively Build Adapt and relationships learn Build credibility ECC Leadership Competency Framework defines the leadership behaviors, or competencies, that are required for successful performance. Each of our programs and services is based upon this framework, helping us to create targeted solutions for the unique development needs of every leader. 0 7 Challenges Balance long-term and short-term tradeoffs Integrate crossfunctional perspectives in decisions Set organizational direction Foster alignment across the organization Align the organization to implement strategy Select and lead leaders for high performance Manage politics Create Drive a crosshigh functional performance partnerships culture Build support for ideas Build global perspective Create organizational partnerships Create a high performance culture Increase executive Manage execution through others 2 presence Broaden Foundational Leadership Competencies 3 Engage Stakeholders Competencie s Executi ve Competencie s Coach and develop Analyze and solve talent Direct and problems Encourage delegate and inspire others Demonstrate credibility global perspective Execute for Results Competenci es Foster open Understand strategies communication Promote teamwork Develop others Manage execution Establish Build trust realistic 4 Self- Accountability Competenc ies Strategic acumen insight Business Display global perspective Foster Competenci es Display visionary Think strategically thinking Drive global integration teamwork Manage and develop and collaboration talent Manage Display organizational Develop organizational influence talent Drive execution organizational success plans 0 8
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Premiums 2017 Coverage Type Employee Only Consumer Directed Health Plan 85/15 Monthly Premium Wellness Credits Net Monthly Premium $80 ($80) $0 Employee + Child(ren) $276.32 ($80) $196.32 Employee + Spouse $585.90 Employee + Family $618.82 ($80) ($80) $505.90 $538.82 Enhanced 80/20 Plan Coverage Type Monthly Premium Wellness Credits Net Monthly Premium Employee Only $105.04 ($90) $15.04 Employee + Child(ren) $395.18 ($90) $305.18 Employee + Spouse $773.52 Employee + Family $813.76 ($90) ($90) $683.52 $723.76 Traditional 70/30 Plan Coverage Type Employee Only Employee + Child(ren) Monthly Premium Wellness Credits Net Monthly Premium $40 ($40) $0 $258.14 ($40) $218.14 Employee + Spouse 602.10 Employee + Family $638.70 ($40) ($40) $562.10 $598.70
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