Revolution Lullabye

November 19, 2010

Phelps, Mobilizing Human Resources

Phelps, Louise Wetherbee. “Mobilizing Human Resources.” In Administrative Problem-Solving for Writing Programs and Writing Centers: Scenarios in Effective Program Management. Ed. Linda Myers-Breslin. Urbana: NCTE, 1999. 73-96. Print.

Phelps gives a case study of “Cicero University,” a university that is at the same time shrinking its enrollment by 20% and developing a new writing program. She points out that the most glaring resource problem might seem to be financial, but in fact, the biggest challenge that this WPA faces is one of human resources – the WPA must tap into the talents and potential of the instructors and TAs of the program to pull off a revision of the curriculum. She argues that the part-time faculty instructors who worked in the program before are the WPA’s faculty – they are the ones that will either buy in or buy out of the program. The WPA in this position must work to create out of this “disparate group of people” a “community of teachers with the skills and commitment to plan the changes, adapt to them, and work together to successfully implement new goals” (83). She argues that this WPA challenge can be approached with three tasks: 1. create intellectual capital and make it accessible (the program’s knowledge base and practical expertise as represented by all members.) 2. create social capital (a social network of commmuniation and trust); 3. reorganize work roles and work processes to fit a new instructional plan and 4. determine how to fund these solutions.

Notes and Quotes

“Human resources in a literal sense may refer to the number of personnel lines or dollars you have on budget, the types of employees, or the person hours you can tap for some task. But more fundamentally they are the talents and human potential represented among people who work for or with the program. Like any resource, they can be cultivated, expanded, and deployed effeciently and ethically; or they can be squandered, misdirected, underestimated, or diminshed. Human capital is a more crucial resource than dollars, technology, or even time. By investing energy, pride, and commitment in their work, people provide the knowledge, imagination, motivation, and skill without which the program cannot use other types of resources effectively, or at all” (82).

You can’t just replace the whole corps of part-time instructors. “They are your faculty” (83) They have varing backgrounds, but you must cultivate them into a teaching community, one that proposes, implements changes. That’s your job as a leader – not to impose some theory but to allow them to build it.

Argues that you can’t just come up with a plan for yourself and then ask for the money. Program building is a dynamic process and an effective WPA has to seek out synergies.

1990s was a time of change in higher ed – change brought on by troubled economic times, shifting demographi

cs, changing technologies, weak economy, shrinking pool of undergraduate students, move to making “student centered” universities, emphasis on interdiciplinary learning and cooperation between units

build intellectual capital through professional development (87) that involves and serves everyone in the program. List of professional development options on pg 88

opportunity costs of offering professional development to different constituencies (TAs, PhDs in comp/rhet)

the importance of being transparent about information and ideas in the program

June 1, 2009

Bourdieu, The Forms of Capital

Bourdieu, Pierre. “The Forms of Capital.” Handbook of Theory and Research for the Sociology of Education. Ed. John G. Richardson. New York: Greenwood Press, 1986. 241-258.

Society’s structures and unequal power distribution are systematically maintained and reproduced through educational institutions, which confer degrees and distinctions on members of the dominant class. This granting of what seems to be merit-based achievement actually authorizes the dominant class to maintain power. An educational degree is a form of cultural capital, and those who achieve it only could because of the cultural capital they had from birth, which gave them the opportunity to delay entrance into the workforce and continue their education. In this essay, Bourdieu shows the importance of cultural and social capital to maintaining power structure and explains the difference betweeen economic, cultural, and social capital, showing that the latter two, though less obvious, are how power is transferred and transmitted into economic capital.

Quotable Quotes

“the cultural capital academically sanctioned by legally guaranteed qualifications” – institutionalized cultural capital, education

“the transmission of cultural capital is no doubt the best hidden form of hereditary transmission of capital”

“it is what makes the games of society – not least, the economic game – something other than simple games of chance offering at every moment the possibility of a miracle.”

Notable Notes

social capital – the multiplier effect

3 forms of cultural capital: embodied (knowledge, values, cultivation from birth); objectified (books, paintings, machines, instruments); institutionalized (schools, degrees, education) It’s not transferrable

social capital – the group membership nad networks you get through family, school, social classes. These take time and effort to maintain. The group can choose to exclude or excommunicate members who don’t tow the line

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