Leadership and administrative dynamics second class

94 views
83 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
94
On SlideShare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Peter G. Northouse- Leadership
  • Scientific Methods Inc
  • Leadership and administrative dynamics second class

    1. 1. Leadership and AdministrativeDynamicsEckerd Fall 2010
    2. 2. Agenda Who are Myers Briggs exercise you? The Client Who are we serving? Discussion of Kozol excerptThe Status of Review of data from Kids Count and the Children’s Defense Children Fund Asset Analysis of local data (Asset Mapping) Needs Assessment MappingSharing your Three ways brains create meaning Vision Memo Read memos in class Writing
    3. 3. Review of material• How do we make decisions in ahuman services context?• Complexity of decision making: • Situation – You have $20,000 and two children in the foster care system. The average cost of foster care per client is $10,000. One child is mentally Ill and requires $15,000 in care. What do you do?
    4. 4. Externalities
    5. 5. Market Failures Who pays the full cost of illegal drug sales?
    6. 6. John Farmer and Mary Organic John Farmer Has 10 acres of land where he grows apples, peaches , pears and vegetables. He uses pesticides. Mary Organic Has 3 acres of land where she grows blueberries, corn and tomatoes 100% organically.
    7. 7. “REAL Income”Nominal Income$14 per hour x 2090 hours = $29KRate of Inflation 3%.Purchasing PowerWhat the wage or salary can buyReal Income isNominal Income – InflationReal Income = Salary/Rate of Inflation29K/1.03 =$28K
    8. 8. RAWLSThe discussion is about how leaders make decisions.• Rawls is talking here about how to make moral decisions.• Morality is not always cost efficient.• Laws are not always moral.
    9. 9. Decision making situation• “The loss of freedom for some can never be made right by a greater good shared by others”• Promoting, in policy decision making, the well-being of the least advantaged.• Considered Judgments (screening bias) Child A is white, middle class with relatively good behavior Child B is poor, black and due to abuse has relatively bad behavior What are the screening steps you would go through?
    10. 10. Decision making in Human Services• Rawls says there is an obligation on public administrators and human service leaders to provide an equitable distribution of public services.• He has also provided a framework for administrative ethics.• Provides ways in which a mediating model of public reason might be developed for public administrators working on deeply divisive social and economic issues.
    11. 11. Myers Briggs• It is important to know yourself as a supervisor.• It is equally important to know who you are supervising.
    12. 12. Extrovert / Introvert Extrovert – 70% US Introvert – 30% of US population population • Let’s talk about it. (extracts Let me think about it. • information externally) • Quiet please! • Loud • Prefer to work alone. • Prefer environments where • Even if they know working in co-workers are talking. a team is important, they will • Do not like long intervals of still need “alone time” to re- working alone. energize. • Want to work with other people in teams.
    13. 13. Dark Side – particularly in a leaderI E• Seems to have decided • Seems to have but is really just thinking. decided but are• Staff observe introverts just processing out to be aloof and loud. unfriendly. • Can overwhelm• If dismissed in discussions, they will • Can dominate the retreat and not provide conversation valuable input.
    14. 14. Sensing Intuitive Work NEEDs to be  Thinks conceptually at the organized from 30,000 foot level. point A to point B  Policies, procedures, and so on. repetition and rules are Loves policies, boring. procedures,  May start by considering the repetition and rules outcome first. Have to start from point A.
    15. 15. S I• Do the work. • Conceive the work• Prefer to work at one project • Major multi-taskers at a time and even better if the • Energy bursts projects are in order.• Long-term stamina to complete a project.
    16. 16. Dark SideS I• Future oriented tasks • Details and simplistic are not appealing. explanations are points of frustration.• Can’t see the forest for the trees • Get to the bottom line! syndrome. • May make decisions that are unrealistic based on what could be vs. what is.
    17. 17. Thinkers and FeelersLogical Fair• Logic and analysis • How will staff feel rule decision making. about it?• The decision has to • We can break the be generalized to all rules if the rules are staff. not right for the staff or individual staff member.
    18. 18. T F Decisions are made  Decisions will be made from a business from the “personal perspective not on persective”. emotion.  Decisions can be Facts and details vs subjective (considers emotion are how they the staff involved). need to process issues.  Staff values are important. Will consider a wide range of options in making a decision.
    19. 19. T F Think Spock • Warm Competent staff  Relationships with staff Needs direct interactions with  Will implement a staff solution with an eye to avoiding Do not deal well hurt feelings with patronizing behavior
    20. 20. Dark SideT F• Can be perceived as • May appear naïve uncaring and cold • Poor decision• Staff may have hurt making to spare feelings feelings• No crying! • Time not effectively utilized trying to make staff feel better.
    21. 21. Judging vs. PerceivingJ P• Makes decision in • Delays decision making order to solve the to gain more information. problem and move on. • Last minute vs. planners• Strong planners • Personal life/having a• Strong organizers good time• Work is much more is more important than important personal life/having a good time. than work.
    22. 22. J P• Routine • Adaptable• Order • Process and• Do not like open processing is good. ended issues • Need motivation• Can motivate from others. themselves • Life is a sojourn and• The goal is getting so is work. there.
    23. 23. Dark SideJ P• Resistance to change • May not get things• Decisions made to accomplished in a quickly timely way.• Focus is not at 30,000 • May be off on foot level enough another tangent while staff are still working on the first idea.
    24. 24. Leadership Traits:Listen to Podcast: Lessons on Leadership from Mandela to Obama• Forgiveness• Measuredness • Flexibility• Luck • “Mass Leader”• Determination • Calm• Fluidity • Experience• Appeals to people’s hearts• Self-discipline• Embody the role you want to be / Stage craft
    25. 25. Leadership Senge• Influence of a group • Staff are the leader• Attention to goals • Seed carriers• Power • Designers • Reality as a medium for creatingNorthhouse staff’s vision • Referent • Expert • Legitimate Kouzes/Posner • Reward • Clarify values • Coercive • Set the example • Envision the future • Enlist others
    26. 26. Blake and McCanse Resources Relationships Results
    27. 27. Discussion• Kozol• State of Children Data
    28. 28. Three ways brains createmeaning• Make meaning – use images• Make images interactive• Use images to develop visual persistence and continuity

    ×