Managment Case Study
Case I: Managing People—The Case of the Frustrated Faculty Member
Abstract: Managing people is a continuing leadership challenge. The foundation discipline for managing people relates to human resource management and faculty development in academic settings. In human resource management, administrators are challenged to balance the needs of individuals and the expectations of the organization for the mutual benefit of both. A primary goal of management is to lead and develop people and manage the organization in alignment with the mission and vision of the organization. The purpose of this paper is, first, to present an overview of human resource management and faculty development fundamentals including motivating, mentoring, and performance counseling. Second, a hypothetical case is presented for readers to apply theory to situation. Finally, the case is analyzed by reviewing central issues and the management concepts that may apply to the scenario. These include managing resources, mentoring, motivation, and development. In this case-based analysis, Dr. Orsten is a junior faculty member employed in a developing school. With a shortage of faculty in her field, she succumbs to the pressures of teaching and administration at the expense of her own professional advancement through research. The tenure clock is ticking, however, and Dr. Orsten has serious doubts about her ability to redirect her priorities and earn tenure. Dr. Hightower, the Associate Dean, also faces a dilemma: there is a shortage of faculty in Dr. Orsten’s specialty, and the system is poised to exercise the “up-or-out” option. Dr. Glickman is Chairman, Department of Endodontics, School of Dentistry, University of Washington; Dr. Comer is Associate Dean for Patient Services, School of Dentistry, Medical College of Georgia; Dr. Filler is Assistant Dean, Student, Alumni, and External Affairs, University of Alabama at Birmingham; and Dr. Fine is Director, Postdoctoral Periodontics, Columbia University
Abstract: Managing people is a continuing leadership challenge. The foundation discipline for managing people relates to human resource management and faculty development in academic settings. In human resource management, administrators are challenged to balance the needs of individuals and the expectations of the organization for the mutual benefit of both. A primary goal of management is to lead and develop people and manage the organization in alignment with the mission and vision of the organization. The purpose of this paper is, first, to present an overview of human resource management and faculty development fundamentals including motivating, mentoring, and performance counseling. Second, a hypothetical case is presented for readers to apply theory to situation. Finally, the case is analyzed by reviewing central issues and the management concepts that may apply to the scenario. These include managing resources, mentoring, motivation, and development. In this case-based analysis, Dr. Orsten is a junior faculty member employed in a developing school. With a shortage of faculty in her field, she succumbs to the pressures of teaching and administration at the expense of her own professional advancement through research. The tenure clock is ticking, however, and Dr. Orsten has serious doubts about her ability to redirect her priorities and earn tenure. Dr. Hightower, the Associate Dean, also faces a dilemma: there is a shortage of faculty in Dr. Orsten’s specialty, and the system is poised to exercise the “up-or-out” option. Dr. Glickman is Chairman, Department of Endodontics, School of Dentistry, University of Washington; Dr. Comer is Associate Dean for Patient Services, School of Dentistry, Medical College of Georgia; Dr. Filler is Assistant Dean, Student, Alumni, and External Affairs, University of Alabama at Birmingham; and Dr. Fine is Director, Postdoctoral Periodontics, Columbia University
References: OTHER SOURCES Covey S. The seven habits of highly effective people. New York: Simon & Schuster, 1989. DePree M. Leadership as an art. New York: Dell, 1989. Green TB. Performance and motivation strategies for today’s workforce: a guide to expectancy theory applications. New York: Quorum Books, 1992. Hassard J, Parker M, eds. Postmodernism and organizations. Newbury Park, CA: Sage Publications, 1993. Steers RM, Porter LW. Motivation and work behavior. New York: McGraw-Hill, 1991. Acknowledgments The authors appreciate the contributions, guidance, and support of Dr. Robert Taylor for his expertise as the faculty development workshop facilitator. Contributors to this case development included John D. DaSilva and Diane Hoelscher and the other class of 2001 ADEA Leadership Fellows. Special thanks also goes to Dr. Karl Haden, Director of the ADEA April 2002 I Journal of Dental Education 525