Thousands Of UC Students, Faculty, Staff Participated In UC Walkout And Rallies
Thousands of University of California students, faculty and staff gathered in Berkeley today for one of many rallies held statewide to protest how the system's...
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Moravecglobal said:
December 4, 2009 7:19 PM
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UC Layoffs, Furloughs Budget Cuts: $ 3 Million Extravagant Spending by President Yudof UCBerkeley Chancellor Birgeneau for Consultants - Work Can Be Done Internally.
Save $3,000,000 . Do the work internally with the resources of the UCB Academic Senate Leadership (C. Kutz/ F. Doyle), the world – class UCB faculty and staff, & UCB Chancellor’s blotted stable of staff (G. Breslauer, N. Brostrom, F. Yeary, P. Hoffman, C. Holmes etc) & President Yudof.
President Yudof has a UCB Chancellor that should do the high paid work he is paid for instead of hiring an East Coast consulting firm to do the work of his job. ‘World class’ smart executives like Chancellor Birgeneau need to do the analysis, hard work and make the difficult tough decisions to identify inefficiencies!
Where do consulting firms like Bain ($3,000,000 consultants) get their recommendations?
From interviewing the senior management that hired them and will be approving their monthly consultant fees and expense reports. Remember the nationally known auditing firm who said the right things and submitted recommendations that senior management wanted to hear and fooled government oversight agencies and the public? Impartial consultants never bite the hands (Birgeneau/Yeary) that feed them.
Mr. Birgeneau's performance management work accountabilities include "inspiring innovation and leading change." This involves "defining outcomes, energizing others at all levels and ensuring continuing commitment." Instead of demonstrating his leadership by fulfill the senior management work of his job, Mr. Birgeneau outsourced them. Doesn't he engage University of California and University of California Berkeley (UCB) people at all levels to help examine the budget and recommend the necessary $150 million trims? Hasn't he talked to Cornell and the University of North Carolina - which also hired Bain -- about best practices and recommendations that might apply to UCB cuts?
No wonder the faculty, staff, Senate & Assembly and Californians are angry and suspicious. Three million dollars is a high price for students and Californians to pay when a knowledgeable ‘world-class’ UCB Chancellor and his bloated staff are not doing the work of their jobs.
Cal Cal said:
September 1, 2010 9:58 PM
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LOYALTY IS DEAD UC BERKELEY CHANCELLOR BIRGENEAU, PROVOST BRESLEUR, VC YEARY – SO GET USED TO IT Public universities like Cal are into a phase of creative disassembly where reinvention and adjustments are constant. Even solid world class institutions like the University of California Berkeley under the leadership of Chancellor Birgeneau & Provost Breslauer are firing employees, staff, faculty and part-time lecturers through “Operational Excellence (OE) initiative”: last year 600 were fired, this year 300. Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee.
Until recently, loyalty was the cornerstone of that relationship. Employers promised work security and a steady progress up the hierarchy in return for employees fitting in, accepting lower wages, performing in prescribed ways and sticking around. Longevity was a sign of employer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee employment and lifetime careers, even if they want to. UC Berkeley senior management paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ and are now forced to break the implied contract with Cal employees – a contract nurtured by management that the future can be controlled.
Jettisoned Cal employees are finding that the hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place.
What kind of a contract can employers and employees make with each other? The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability.
The partnership can be dissolved without either party considering the other a traitor.
Let there be light