Today's community colleges are called upon to serve widely diverse student populations through a variety of college programs.  Students range from transfer students to students working toward a vocational certificate to students taking a single class for personal fulfillment.  Many dedicated and talented faculty and staff are necessary to support these various educational programs.  Instructional faculty, counselors, instructional aides, clerical, and custodial staff all directly impact the quality of the education the District is able to provide.

Community college administrators, managers, and supervisors need a wide variety of skills to build these employees into a team providing a positive, student-centered learning environment.  These skills include delegation, problem solving and effective communication skills.  This workbook was developed to assist managers in building the necessary skills to motivate their teams to carry out the District's objectives and strategic plans.

Topics Include:

• Laws Affecting Personnel Management
  • The Fair Employment and Housing Act/Title VII of the Civil Rights Act of 1964
  • Disability Discrimination
  • The Family and Medical Leave Act/California Family Rights Act
  • The Fair Labor Standards Act
  • Workers’ Compensation
  • Union Issues
• The Administrator/Manager/Supervisor as a Leader
  • Create a Professional Work Environment
  • Set Ethical Values and Standards
  • Supervise Efficiently
  • Motivate Subordinates
• The Administrator/Manager/Supervisor as a Delegator
  • The Elements of Delegation
  • Do You Have a Problem Delegating?
  • Basic Steps of Delegation
• The Administrator/Manager/Supervisor as a Problem Solver
  • Step 1: Identify the Objective
  • Step 2: Identify the Problem(s)
  • Step 3: Develop Potential Solutions
  • Step 4: Select the Best Solution and Make a Decision
  • Step 5: Implementation, Evaluation and Follow-Up
• The Administrator/Manager/Supervisor as a Communicator
  • Principles of Effective Communication
  • Checklist for More Effective Communication Skills
  • Checklist for Orientation of New Employees
• The Administrator/Manager/Supervisor as an Evaluator
  • Why Do Performance Evaluations?
  • Employee Evaluation is a Constant Process
  • Preparing Performance Evaluations
  • The Evaluation Meeting
  • Follow-Up: If the Employee Needs to Improve
• The Administrator/Manager/Supervisor as Disciplinarian
  • Issues to Consider before Initiating a Disciplinary Action
  • Determining Whether Discipline is Appropriate
  • Grounds for Discipline
  • Checklist of Source of Disciplinary Grounds
  • Factual Bases Must be Verifiable
  • Available Disciplinary Actions
  • Progressive Discipline Checklist
  • Administrator’s Checklist for Conducting the Disciplinary Counseling Interview
  • Documentation Checklist
  • Pre-Discipline Procedural Requirements
  • Frequent Disciplinary Problems
• Bullying
  • Introduction
  • The Players
  • What is Workplace Bullying and Who is Affected?
  • Bullying is Not Illegal Harassment
  • How Bullying Behavior Impacts the Workplace
  • Examples of Bullying Behavior
  • What Should Your District Do to Prevent Workplace Bullying?
  • What Can Managers Do About Bullying Behavior?
• The Marginal Employee
  • The Challenge of the Marginal Employee
  • Identifying the Reason for the Marginal Performance
  • Impact of the Marginal Employee
  • The Role of the Supervisor with the Marginal Employee
• Managing Absenteeism
  • Defining Excessive Absenteeism and Acceptable Attendance
  • Define Abuse
  • Overview of Protected Leaves
  • Determine Whether Other Leaves Provided by the Education Code Apply
  • Preventing Absenteeism
  • Responding to Absenteeism
  • Respond to Institutional Causes