Lansing Community College established 1957

Lansing Community Collegeestablished 1957Joseph BahnsenMarti BurnettMandy CrabtreeTerri DaltonDoris Davis

M. Burnett

History of Lansing Community College (LCC)Old Central became LCC 1957The University Center 2008M. Burnett

Old Central on the left was demolished and the UC on the right opened in January 2008

VISION:Serving the learning needs of a changing communityMISSION:LCC exists so that the people it serves have learning and enrichment opportunities to improve their quality of life and standard of livingMOTTO: Here Success BeginsLCC Strategic Plan Statements of PurposeRetrieved from: http://www.lcc.edu/about/strategic/strategic_plan/statements_of_purpose.aspxM. Burnett

Leadership and Management TechniquesThe most efficient leaders are able to have a vision for the future and are able to implement processes and policies to achieve these visionsShaw 2008 states (Shaw, 2008),Motivates employeesMaintains a balance between what is best for the company and as well as the employeesBuilds relationshipsMaintains high moral and ethical standards

Shaw, S. M. (2008).Leadership development and the characteristics/traits of ethical and effective leaders: The delphi technique.(Order No. 3304140, Capella University).ProQuest Dissertations and Theses, 131-n/a. Retrieved from http://search.proquest.coJ.Bahnsen

Leadership and Management TechniquesThere are several styles of leadership that contain very different techniquesCross cultural- Glick (2001) states, in a company where there are different nationalities involved, leaders are sensitive to those cultures, customs, and trends of other countries respective practices (Glick, 2001) Servant- Dennis (2004) states, these leaders lead and manage with care/concern for the employees, having the goals of the organization as a background view (Dennis,2004).J.BahnsenDennis, R. S. (2004).Servant leadership theory: Development of the servant leadership assessment instrument.(Order No. 3133544, Regent University).ProQuest Dissertations and Theses,, 160-160 p. Retrieved from http://search.proquest.com/docview/305056

Glick, N. D. (2001).Situational leadership in cross-cultural environments: The relationship between cross-cultural experience, culture training, leadership style, and leader-effectiveness in the united states foreign service.(Order No. 3003319, Nova Southeastern University).ProQuest Dissertations and Theses,, 165-165 p. Retrieved from http://search.proquest.com/docview/250799552?accountid=28644. (250799552).

Leadership and Management TechniquesAutocratic- Bhatti, Matilo, Shaikh, Hashmi, Shaikh (2012) state autocratic leaders have majority control, make nearly all decisions, and take very little input from any other internal sources (Bhatti, Matilo, Shaikh, Hashmi, Shaikh, 2012) Laissez-Faire- Skogstad, Einarsen, Torsheim, Aasland, and Hetland (2007) state these leaders are very hands off and leave the majority of decision making up to group leaders, also stating these organizations are usually very unsuccessful (Skogstad, Einarsen, Torsheim, Aasland, and Hetland, 2007)

J.BahnsenBhatti, N., Matilo, G. M., Shaikh, N., Hashmi, M. A., & Shaikh, F. M. (2012). The impact of autocratic and democratic leadership style on job satisfaction.International Business Research,5(2), 192-201. Retrieved from http://search.proquest.com/docview/Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S., & Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior.Journal of Occupational Health Psychology,12(1), 80-92. doi:http://dx.doi.org/10.1037/1076-8998.12.1.80

Leadership and Management TechniquesPersonal Interview w/ Eric Glohr (2014), Director of Auxiliary Services, Lansing Community College- 29 yearsLeadership styles can change from leader to leader within a large organizationIn recent years LCC has seen a large leadership shift, due to a large influx of leadership not previously employed by LCCIn large organizations, it is natural to see some departments struggle, and some departments thrive with leadership changesJ.BahnsenGlohr, E. (2014, 03 10). Interview by J Bahnsen. Lccs leadership & management techniques

Leadership and Management TechniquesGlohr (2014) stated his personal techniques are maintaining an open door policy.Glohr also stated when making decisions, he includes his management team, employees, and the consumer as well.He has embraced the principal of trusting his employees and setting them up for success.Further stating positive traits to remember are; maintaining open lines of communication, trust, providing the proper tools to employees, and being available to your employees.J.BahnsenGlohr, E. (2014, 03 10). Interview by J Bahnsen. Lccs leadership & management techniques

Motivational tools and techniquesEmployee BenefitsCompetitive Benefits for all tiers of employees, faculty, administrationPaid vacation and holidaysPaid sick time on accrual basis for full and part-time employeesRetirement planTuition scholarshipsHealth insuranceLife insuranceEmployee discounts Wellness programs ("Employee benefits," 2014)

T. DaltonEmployee benefits. (2014). Retrieved from http://www.lcc.edu/hr/employee_benefits/

Motivational tools and techniquesEmployee RecognitionAnnual service awards program for those employed by the College for ten years and up.Awards given throughout the academic year to individuals or teams for achieving accomplishments (Willett, 2014).

T. DaltonWillett, L. (2014, 03 10). Interview by T Dalton. Lcc's motivational tools & techniques.

Motivational tools and techniquesAcademic Quality Improvement Program AQIP InitiativeAQIP Team researches feedback to improve work environmentWorking on campus-wide recognitionSupervisor-to-employee recognitionPeer-to-peer recognition

T. Dalton

Motivational tools and techniquesHR AuctionTokens given for answering/asking questions and sharing ideas in order to bid on items such as bags, bottles, lawn chairs, etc (Willett, 2014).

Employee Development Fund (EDF)Goal is to provide activities throughout the year to get together and enjoy each other outside of the work environment with events such as; picnics and ice cream socials, and attending local sporting events at a reduced cost with transportation (Willett, 2014).

T. DaltonWillett, L. (2014, 03 10). Interview by T Dalton. Lcc's motivational tools & techniques.

Communication methodsCulture in the environment consist of individuals having a voice of democracy (students, faculty, and community).The president has the power to influence change and make new policies within the community college (Tierney, 1988).The current president of Lansing Community College, Dr. Brent Knight, tends to share vision and space for creativity to everyone, and has a deep passion for the students success to achieve their goals.

D. Davis

Tierney, W. G. (1988). Organizational culture in higher education: Defining the essentials. The Journal of Higher Education, 59 (1), 2-21.

Communication MethodsMost of the process of communication at the LCC Community college is done by using modern Technology.Every unit/department has their own form of communication.The internal use of MyLCC is for the employees of LCC by using the Intranet.Effective leadership is when effective communication can be conveyed to everyone in the organization (Fryer & Lovas, 1990).Communication is achieved by following the high standards of ethics and conduct policy at the LCC Community College.D. DavisFryer Jr, T. W., & Lovas, J. C. (1990). Leadership in governance: Creating conditions for successful decision making in the community college. San Francisco, CA: Jossey-Bass Inc.

Change Implementation PracticesAccording to Weiner (2009), as an organization-level construct, readiness for change refers to organizational members' shared resolve to implement a change and shared belief in their collective capability to do so. Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science 2009, 4:67 doi:10.1186/1748-5908-4-67

M.Crabtree

According to Weiner (2009), as an organization-level construct, readiness for change refers to organizational members' shared resolve to implement a change and shared belief in their collective capability to do so. Readiness for change is all dependent on how much the members of the organization value the change (Weiner, 2009).

Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science 2009, 4:67 doi:10.1186/1748-5908-4-67

15Change Implementation PracticesParticipative ApproachAssumes that employee support is a pre-requisite of change. (Waldersee and Griffiths, 2004).Organizational developmentParticipationTeam and job redesign(Porras and Silver, 1991)Unilateral ApproachArgues that behavior must be changed first and attitude will follow. (Waldersee and Griffiths, 2004)Measurement and automationSystem and process redesignRestructuring of communication(Porras and Silvers, 1991)

Porras, J. I., & Silvers, R. C. (1991). Organization development and transformation. Annual Review of Psychology, 42, 51-78. Retrieved from http://search.proquest.com/docview/617935131?accountid=28644

Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science 2009, 4:67 doi:10.1186/1748-5908-4-67

Waldersee, R., & Griffiths, A. (2004). Implementing change: Matching implementation methods and change type. Leadership & Organization Development Journal, 25(5), 424-434. Retrieved from http://search.proquest.com/docview/226915957?accountid=28644 M.Crabtree

According to Waldersee and Griffiths, the problem with change implementation has allowed for the development of two approaches. The participative approach assumes that employee support is a pre-requisite of change. According to Porras and Silvers (1991), this approach is achieved through organizational development, participation and team and job redesign. The unilateral approach argues that behavior must be changed first and attitude will follow. According to Porras and Silvers (1991), The unilateral approach is achieved through measurement and automation, system and process redesign, and restructuring of communication. According to Waldersee and Griffiths, Behavior and social changes such as cultural changes cannot be implemented without a supportive workforce. Therefore, when deal with a top-down change, participative implementation methods that will build support of the employees is most appropriate. Weiner (2009) states that when organizational readiness for change is high, organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behavior.

Waldersee, R., & Griffiths, A. (2004). Implementing change: Matching implementation methods and change type. Leadership & Organization Development Journal, 25(5), 424-434. Retrieved from http://search.proquest.com/docview/226915957?accountid=28644 Porras, J. I., & Silvers, R. C. (1991). Organization development and transformation. Annual Review of Psychology, 42, 51-78. Retrieved from http://search.proquest.com/docview/617935131?accountid=28644 Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science 2009, 4:67 doi:10.1186/1748-5908-4-67

16Change Implementation PracticesA & S Building RenovationsGannon Building RenovationsNew Equipment

Nancy. (2014). Interviewed by MBurnett. LCC ChangeM.Crabtree

LCC has recently made major changes to some of their buildings. Changes were made to their A&S building which has now created a comfortable and educational atmosphere for students to take classes, relax, and study. LCC is scheduled to undergo more building changes this year. The Gannon building is being renovated, which has already begun. The swimming pool has been removed which has upset quite a number of people. The removal of the swimming pool will make room for a new students common area which will be furnished with vendors to provide a variety of lunch choices.LCC has also furnished the art and science departments with new equipment.

Nancy. (2014). Interviewed by MBurnett. LCC Change

17Change ImplementationNancy Dietrich, Director of Instruction at LCCDetermine problemBrainstorm solutionsEngage staffTransitionDietrich, N. (2014, 0312). Interviewed by MCrabtree LCC ChangeM. Crabtree

Nancy Dietrich, the Director of Instruction at LCC talked with me in a phone interview about changes that had been made since she entered her position in May 2013.Nancy said the first step in the change implementation process was for them to first figure out the problem. The problem was that her department was having issues with their schedule which would change weekly and sometimes day to day. Nancy and the team gathered to discuss the problem. Next she and the team brainstormed ideas and possible solutions and identified challenges they may face. Their goal was to not band aid the problem, but to fix it, and their solution was to stabilize and have consistent coverage.The biggest problem was communication to the staff because most were fearful and resistant to change. However, Nancy stated that they were able to work through it because there was a reason for the change and most employees agreed with it. Staff began to be motivated once they saw the problem and the possible solution. The changes began with pulling up old schedules to find gaps and to determine where adjustments could be made. The changes were limited in that they were not allowed to add anyone and were not allowed to reduce hours.The transition took them 3-4 months. Their goal was to not dictate or speed through the process. Nancy stated the process was successful because the staff was able to look at the problem and they were open to ideas and suggestions from the staff.Dietrich, N. (2014, 03 12). Interviewed by MCrabtree LCCs change implementation practices

18ConclusionLCC is one of the most comprehensive colleges focused upon offering learning opportunities in four areas: career and workforce development, general education, developmental education, and personal enrichment. LCC is recognized as a local, state, national, and international leader in forging educational partnerships with business, industry, and government to better meet the needs of an ever changing, worldwide market place. LCC is strategically positioned to provide not only what students determined that they will need, but also what our society will need in the future.

Lansing Community College TodayPhillip Gannon Building renovation 2014M. Burnett

This will be an instant landmark from the exterior, said Brent Knight, the colleges president, pointing to an architects rendering of the wall. From the interior, it will be a great space for students.

Knight, B. President of LCC, email communication

ReferencesBhatti, N., Matilo, G. M., Shaikh, N., Hashmi, M. A., & Shaikh, F. M. (2012). The impact of autocratic and democratic leadership style on job satisfaction.International Business Research,5(2), 192-201. Retrieved from http://search.proquest.com/docview/963357720?accountid=28644Dennis, R. S. (2004).Servant leadership theory: Development of the servant leadership assessment instrument.(Order No. 3133544, Regent University).ProQuest Dissertations and Theses,, 160-160 p. Retrieved from http://search.proquest.com/docview/305056102?accountid=28644. (305056102).Employee benefits. (2014). Retrieved from http://www.lcc.edu/hr/employee_benefits/Glick, N. D. (2001).Situational leadership in cross-cultural environments: The relationship between cross-cultural experience, culture training, leadership style, and leader-effectiveness in the united states foreign service.(Order No. 3003319, Nova Southeastern University).ProQuest Dissertations and Theses,, 165-165 p. Retrieved from http://search.proquest.com/docview/250799552?accountid=28644. (250799552).Glohr, E. (2014, 03 10). Interview by J Bahnsen. Lccs leadership & management techniquesPorras, J. I., & Silvers, R. C. (1991). Organization development and transformation. Annual Review of Psychology, 42, 51-78. Retrieved from http://search.proquest.com/docview/617935131?accountid=28644 Revilla, E. (2014, 03 05), Interview by D.Davis, LCC Culture and Communication and Methods.Shaw, S. M. (2008).Leadership development and the characteristics/traits of ethical and effective leaders: The delphi technique.(Order No. 3304140, Capella University).ProQuest Dissertations and Theses, 131-n/a. Retrieved from http://search.proquest.com/docview/304831822?accountid=28644. (304831822).Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S., & Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior.Journal of Occupational Health Psychology,12(1), 80-92. doi:http://dx.doi.org/10.1037/1076-8998.12.1.80Strategic Initiatives. Retrieved from: http://www.lcc.edu/about/strategic/strategic_plan/statements_of_purpose.aspxWaldersee, R., & Griffiths, A. (2004). Implementing change: Matching implementation methods and change type. Leadership & Organization Development Journal, 25(5), 424-434. Retrieved from http://search.proquest.com/docview/226915957?accountid=28644

References (continued)Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science 2009, 4:67 doi:10.1186/1748-5908-4-67Willett, L. (2014, 03 10). Interview by T Dalton. Lcc's motivational tools & techniques.Wirbel, L J., Benedict, F. A., Herder, D. M., Platte, J.P. (1988) A College for all Seasons: A History of Lansing Community College, 1957-1987. Lansing Community College