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do not use

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Lisa Donaldson

on 18 June 2017

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Transcript of do not use

Downsizing and Redesigning
According to Cameron, Freeman & Mishra (1993), downsizing:
occurs when an organization purposefully engages in activities to improve efficiency and/or productivity
always affects work processes
Reduction in personnel
Increased workload without additional employees
Maintaining Effectiveness Amid Downsizing …(1997)
Key findings:

Over half of the institutions did not experience a decline in performance solely because of declining resources

Average or high performance levels may be maintained by avoiding the dirty dozen

Spartans Will...
Context: definitions, empirical research
Leveraging existing resources: culture, values, mission and vision, leadership, strategic planning and communication, and staffing strategies
Examples: Michigan State University

Organizational Dysfunctions of Decline
Creating a Culture of High Performance in Times of Declining Resources
Empirical Research
Downsizing & Redesigning Organizations
-Cameron, Freeman & Mishra, 1993

Maintaining Effectiveness Amid Downsizing and Decline in Institutions of Higher Education
-Cameron & Smart, 1997

Organizational Dysfunctions of Decline
-Cameron, Whetten, &
Kim, 1987

Best Practices in Downsizing
1. Downsizing viewed as an opportunity
2. Behavior of top leader
3. Planning and communication
4. Organizational change is a way of life
5. It's every employee's responsibility
6. Innovation with continuous improvement
7. Multiple downsizing strategies
8. Consistency with org culture and vision
9. Focus on "things gone right"

MACRAO Annual Conference 2016:
Rooted in tradition - 80 years strong


Innovation curtailed

Decreasing morale

Across-the-board cuts

Increasing conflict

Lack of teamwork

The "
dirty dozen
(Cameron, Whetten & Kim, 1987)
Presented by
Dr. Nicole Rovig, Assistant Provost for Enrollment Services and University Registrar,
Michigan State University, and Vice President for Information Technology, AACRAO

Determines “what is done, how it is done, and who is involved in doing it” (Tierney, 2008, p. 24)
Influences what individuals believe and how they behave
Involves knowing and understanding the needs of constituencies
Ever changing and dynamic
(Tierney, 2008)

Reinforces belief in supporting the mission
Helps with understanding and managing an organization (Tierney, 2008)
Influences what individuals believe and
how they behave
Leads to a shared an understanding of what constitutes excellence
Reduces the negative effects of adversarial relationships
Helps with understanding how to best communicate to various groups

Mission and Vision
The guidance system
Clear and concise

Future oriented
What you want to be
Examine activities to ensure alignment

The mission and vision are incomplete
without clarifying values
(Scott, Jaffe, & Tobe, 1993)

Values are:
“Standards and patterns of choice that guide persons and groups toward satisfaction, fulfillment and meaning” (Morrill, 1980, p. 62)
Organizational values answer:
What’s important?
How should employees behave to achieve the mission?
How will employees treat each other and work together? (Scott, Jaffe, & Tobe, 1993)

Lead from Where You Are
are the “unsung heroes” who keep the daily operations of the institution running smoothly (White, Webb &Young, 1990, p. 56)
decide to bring your best every day to each opportunity
have the responsibility to provide excellent experiences in each interaction to help your institution achieve its desired results
take action!

Understand that you don’t have to be
leader in order to be
Be mindful that you must be able to accomplish goals by working through others (Mills, 2000)
Encourage, empower, and inspire others (Morrill, 2007)
Presence - a leader is always on stage!
Be in the moment
Set aside time for strategic planning
Learn and practice Emotional Intelligence
Staffing Strategies
Hire the right people
Keep the best
Get the right people in the right seats (Collins, 2001)
Build on strengths (Rath, 2008)
Establishing and communicating performance expectations

Cameron, K. S., Freeman, S. J. & Mishra, A. K. (1993). Downsizing and Redesigning Organizations. In G. P. Huber & W. H. Glick (Eds.), Organizational change and redesign: Ideas and insights for improving performance (pp. 19-59). New York: Oxford University Press.
Cameron, K. S., & Smart, J. C. (1997). Maintaining effectiveness amid downsizing and decline in institutions of higher education. Association for Institutional Research 1997 Annual Forum Paper.
Cameron, K. S., Whetten, D. A. & Kim, M. U. (1987). Organizational dysfunctions of decline. Academy of Management Journal, 30(1), 126-138. Retrieved August 5, 2010, from JSTOR.
Collins, J. (2001). Good to Great: Why some companies make the leap... and others don't. New York: HarperBusiness.
Mills, D. B. (2000). The role of the middle manager. In M. J. Barr, M. K. Desler, & Associates, The handbook of student affairs administration (pp. 597‐611). San Francisco: Jossey Bass Publishers.
Morrill, R. L. (2007). Strategic leadership: Integrating strategy and leadership in colleges and universities. Westport, CT: American Council on Education.
Morrill, R. L. (1980). Teaching values in college. San Francisco: Jossey-Bass.
MSU Office of Admissions (2011, January 31). The definition. [Video file]. Retrieved from youtube.com/watch?v=6rLRgXii2Ag
Rath, T. & Conchie B. (2008). Strengths based leadership. New York: Gallup Press.
Scott, C. D., Jaffe, D. T., & Tobe, G. R. (1993). Organizational vision, values and mission. Menlo Park, CA: Crisp Publications, Inc.
Tierney, W. G. (2008). The impact of culture on organizational decision making (pp. 3-27). Sterling, VA: Stylus Publishing, LLC.
White, Webb, & Young (1990). Press and stress: A comparative study of institutional factors affecting the work of midmanagers. In R. B. Young (Ed.), The invisible leaders student affairs mid-managers (pp. 56). Washington, D.C.: National Association of Student Personnel Administrators, Inc.
Nicole Rovig, Ph.D.
Assistant Provost for Enrollment Service and
University Registrar,
Michigan State University, and
Vice President for Technology, AACRAO

Decision Making
Understand what decisions are yours to make
Make decisions in a timely manner
Allow enough time to reflect
Think about the impact…who, what, and when
Timing is everything
Do the right thing
Do what is best for the office, department, and institution
Actively solicit and incorporate staff members’ feedback into decisions

developing a high-performing unit with nearly 10% reduction in staff
5-year strategic plan
office-wide supplemental performance evaluation tool
making transcripts free to students
establishing and leading SIS governance
increased visibility of veterans services and improved service to those using veterans education benefits
leadership roles in campus-wide initiatives: student success transformation, enterprise CRM, co-curricular record, SIS planning, remediation, and transformation, improving the student communication experience
MSU Office of the Registrar Select Accomplishments

Poor leadership (as compared to the amount of resources available) appears to be more of a significant factor leading to institutional ineffectiveness.
How to advance your team, unit, and institution with limited resources
Lack of leadership

Resistance to change

Politicized interest groups

Reduced communication

Loss of trust
Accelerating Change
Actively read messages, attend meetings and workshops, engage, and provide feedback
Add value to each situation/opportunity
Relationships are currency
Create opportunities for others; build leadership capacity
Optimize the utilization of work groups
Build and expand business analysis skill set
View information technology as a strategic enabler and an investment, not a cost
Lake Yellowstone, 2014
Full transcript