Toward the end of an academic semester, students traditionally prepare to take final exams. However, students enrolled in Dr. Crystal Harold’s course at the Fox School of Business are undertaking projects centered on service and improving relationships in the Philadelphia community.
While offered at Fox, the course, titled The Leadership Experience: Leading Yourself, Leading Change, Leading Communities, is open to all honors students at Temple University.
Harold, an Associate Professor of Human Resource Management at Fox, said she created the human resource honors elective three years ago to help students learn the process of leading by organizing events that benefit the community. The course also focuses on reflection, assessment, and development on the core skill sets required of effective leaders. Throughout the semester, students are asked to identify their strengths and weaknesses as leaders in order to gain insight into their leadership evolution.
“I chose to have students focus their efforts on organizing a charitable or community-focused event for a couple of reasons,” Harold said. “First, the community aspect helps the students develop a greater appreciation for the community in which Temple University operates. Second, there is a growing interest among this generation of students engaging in social responsibility and community activism. This project not only teaches valuable lessons about both leadership and followership, but also appeals to the students’ desires to help.”
The student-led events include an April 17 charity 4-on-4 basketball tournament, to raise money for the Family Memorial Trust Fund of fallen Philadelphia Police Officer Robert Wilson III, who was killed March 5 in the line of duty.
“After hearing of the tragic passing of Officer Wilson, we decided to hold this event in order to provide his family with as much financial support as possible,” said Cameran Alavi, a senior mathematical economics major. “It’s a chance for us to come together and support a worthy cause, as well as honor the life of a great man who was loved by everyone he knew.”
Another group organized a Philly Block Clean-Up for April 18. Kevin Carpenter, an environmental science and biology double-major, said his group decided to focus on an event geared toward the improvement of environmental needs in the surrounding Temple University community.
“Having pride in the neighborhood, even though a lot of students aren’t permanent residents, is extremely important,” he said. “Making an environmental impact, helping the community at large and being able to connect with Philadelphia residents through environmental action is a great feeling.”
One group decided against hosting an event, and instead partnered with the People’s Paper Co-Op and Philadelphia Lawyers for Social Equity (PLSE) over the course of the Spring 2015 semester. People’s Paper Co-Op and PLSE offer free expungement clinics for those in the Philadelphia community who wish to clean up their criminal records and learn viable skills, like public-speaking or how to expand upon their professional networks, to help them re-enter the workforce. After sitting in on the clinics, group members will present their suggested areas of improvement on how to further develop the expungement program to the leadership of both the Co-Op and PLSE.
“One hardship of the criminal justice system is the challenge of re-entry for individuals trying to restart their lives,” said Jacob Himes, a junior double-majoring in Italian and lesbian, gay, bisexual and transgender studies. “Our group attends each clinic, volunteers and looks for avenues of improvement in the program.”
Fox School junior Sarika Manavalan’s group assembled an April 19 Bookdrive Benefit Concert, to benefit Treehouse Books. Treehouse Books is a non-profit organization in North Philadelphia that serves youth in the community by giving children the opportunity to enhance their literary skills by focusing on the importance of reading. The entry fee for the event is one children’s book, or a monetary donation in lieu of one.
Manavalan said Harold’s course has provided countless intangible lessons.
“You can learn about leadership skills in the classroom but it’s really when you work hands on with other people that you develop them,” said Manavalan, who is double-majoring in Marketing and Management Information Systems (MIS) at Fox. “Whether or not our events are successful, it’s more about creating your event from scratch and learning how to work with non-profit organizations and finding ways to benefit the community.”
Scheduled Event List
4-on-4 Basketball Tournament (benefitting the Officer Robert Wilson III Family Memorial Trust Fund)
Friday, April 17, 6-9 p.m.
Cost: $20 registration fee per team
Location: Pearson Hall Courts (3rd Floor), Temple University
Contact: Cameran Alavi, firstname.lastname@example.org
Bookdrive Benefit Concert (benefitting Treehouse Books)
Sunday, April 19, 7-8:30 p.m.
Despite a 7.2 percent national unemployment rate, the job market is a healthy one for college students majoring in information systems, with nearly three quarters of students receiving at least one job offer, according to the nationwide IS Job Index by the Association for Information Systems (AIS) and Temple University’s Fox School of Business. The study compiled data from more than 1,200 students and from 48 universities across the United States.
According to the IS Job Index, released in October, 61 percent of information systems graduates received one job offer, while 23 percent received two and 9 percent received three. In 2012, there were an estimated 2.9 million jobs in the United States related to information systems.
“Information systems professionals lead IT in major corporations, but the IS labor market is ‘hidden’ because it is mixed with computer scientists and call center operators in national statistics,” said Munir Mandviwalla, associate professor and chair of the Department of Management Information Systems at the Fox School of Business and executive director of Temple’s Institute for Business and Information Technology (IBIT). “The IS Job Index is the first-ever nationwide study to focus on profiling the IT worker of the future.”
Top findings include:
▪ The IS job market is healthy, with placement levels of 74 percent overall and 78 percent upon graduation.
▪ Bachelor’s IS students have an average salary of $57,212 while master’s IS students average $65,394 a year.
▪ 76 percent of IS graduates are satisfied with their jobs, and the same percentage are confident they will perform well in those jobs. Seventy-three percent found jobs related to their chosen degree.
▪ Information technology, financial services, and business services/consulting are the top industries for IS jobs.
▪ The most common job classification is systems analyst, at 35 percent for bachelor’s students and 28 percent for master’s students.
▪ Access to career services centers is the most important factor for getting a job. Also, IS students value faculty support more than central university support.
▪ IS students are 68 percent male, 55 percent white and 28 percent Asian.
The study found that students who spend more hours overall searching for a job have a higher chance of receiving an offer. When examining job-search activities, researchers found that the most successful students use multiple techniques, including looking for jobs on job boards, talking to friends and contacts, formally applying for jobs, directly contacting employers, and interviewing.
Students also apply for multiple jobs. Bachelor’s students, on average, apply for 11 jobs, and master’s students average 16 job applications.
Despite the amount of opportunity for IS students, women and minorities are still underrepresented in the field. The study shows that more than half of IS students are white men.
The AIS-Temple Fox School 2013 IS Job Index Report is a five-year ongoing project that will provide prospective and current students, guidance counselors, academics and managers with an analysis of the state of the industry.
Future reports are expected to include expanded data collection with more schools, longitudinal analysis, global focus and prioritized factors that top students seek in employers.
AIS is the world’s premier professional association for information systems. The Fox School of Business research team included Mandviwalla, Crystal M. Harold, assistant professor of human resource management and CIGNA research fellow; Paul A. Pavlou, Milton F. Stauffer professor of information technology and strategy; and Tony Petrucci, assistant professor of human resource management. For more information, including a link to the full report, visit http://ibit.temple.edu/isjobindex/
Your work meetings are full of employees paying more attention to the text messages on their smart phones than to the individual speaking. You offer a suggestion and notice a coworker rolling his eyes in a condescending manner. You smile at a colleague in the hall who seemingly ignores you. Sound familiar? If so, you’re not alone. A recent poll suggests that 98% of North-American employees have experienced incivility in the workplace. Organizational researchers describe that incivility, synonymous with rudeness, can take many shapes or forms in the workplace: ignoring or excluding someone, eye-rolling, gossiping, making demeaning remarks to or about someone, or showing little interest in another’s opinion.
If you think that failing to hold the door open for a colleague or making a joke at another’s expense are relatively harmless, researchers at the Fox School of Business at Temple University would suggest that you should think again. In their paper The Effects of Passive Leadership on Workplace Incivility, Assistant Professor and Cigna Research Fellow Crystal Harold, and Assistant Professor Brian Holtz examine the role that managers play in fostering rude behavior.
“We were interested in studying workplace incivility, and more specifically, factors that might promote the occurrence of incivility because let’s face it, just about everyone has either been treated rudely at work, treated someone else rudely at work, or both,” Harold said. “There are people out there who likely think that these sorts of behaviors are fairly innocuous. But available data would suggest otherwise.”
In their research, Harold and Holtz draw from prior incivility research indicating that victims of incivility are significantly more likely to decrease the quality of their work, be absent from the office, and ultimately leave the organization. What’s more, addressing the fallout from workplace incivility is estimated to cost companies millions of dollars each year.
“Because incivility has negative psychological and physical effects on victims and is costly for organizations, it is important that we begin to understand why incivility occurs in the first place. What conditions foster an uncivil work environment?” Holtz continued, “It made sense to us that leadership would be an important and significant variable to consider.”
Harold and Holtz conducted two studies in which they surveyed employees, their supervisors, and their colleagues to determine the role of management in workplace incivility. “We were particularly interested in passive leadership. In literature and popular press, you read a lot about either these amazing transformational leaders at one extreme, or these tyrannical nightmare bosses on the other,” Harold noted. “However, there are many managers who fall somewhere in the middle; who aren’t particularly active, who try to ignore problems, who overlook employees’ bad behaviors, or who are just generally reticent to actually manage their employees.”
Holtz added, “If someone is rude to you at work and your manager does nothing in response, you’re likely to conclude that either no one cares, or that these types of behaviors are acceptable. It is the manager’s responsibility to intervene in the face of workplace incivility. When that doesn’t happen, it creates an environment in which future uncivil acts are more likely.”
Results of their research do in fact support that employees who work under passive managers are both more likely to experience rudeness, and more likely to behave rudely themselves.
“We found that the experience of being treated with incivility coupled with working for a passive manager significantly increased the likelihood that an employee would both behave with incivility him/herself, as well as engage in withdrawal behaviors such as showing up to work late, or even calling out when not actually sick” Holtz explained. “The bottom line is that in the process of doing nothing, these types of managers are actually doing a lot of damage.”
In light of these results, Harold and Holtz offer a number of practical suggestions for
organizations wanting to deter workplace incivility. “First, you have to educate your employees and management that these seemingly harmless behaviors are anything but. Training employees, and importantly managers, to recognize what incivility is, is an important first step” Harold noted.
Companies also need to set ground rules. “Make clear which behaviors constitute incivility, clarify the consequences for engaging in these behaviors, and adopt a zero-tolerance policy. This is where managerial training comes into play. Managers must learn to intervene when employees are behaving badly towards one another, and quickly take punitive action against offenders,” Holtz said.
Harold concluded “At the end of the day, managers have to be good role models. A company’s efforts to curb rudeness will be for naught, if the manager him/herself is the one instigating the incivility.”
Harold and Holtz’s study is in press at the Journal of Organizational Behavior.
Porath, C.L., Pearson, C.M. “The Price of Incivility.” Harvard Business Review Jan/Feb (2013).