SEAHO Report - Spring 2011 - (Page 4)

T One-on-Ones: Where Are They Headed? seaHo rePort By Carolynn Nath Komanski, University of Florida he one-on-one supervisory meeting is a standard within higher education and student affairs. The one-on-one supervisory meeting helps student staff and their supervisors with three things: past performance, present performance, and future performance. These meetings can be seen as “institutional priorities that affect student learning and development” (Dungy, 2003, p. 355). When reviewing the type of communication and generational trends, one must wonder where and how these meetings may take place in the future. McKenzie Wilenbrock (2011) says “the next step in utilizing this technology on campus may be to make these applications smaller and more mobile; smart phones and other mobile devices are the wave of the technological future… Blackberries®, iPhones®, and other smart phones in hand, students are no longer tied to computers and laptops.” In addition to those forms of communication businesses and higher education are utilizing Skype™ (Brock, 2007). So what does that mean for student staff and supervisor communication in the future? A study conducted at a large public research institution in the Southeastern United States revealed some current and potential future trends of the one-on-one meeting going virtual and what that may mean for the future of those classic face-to-face oneon-one meetings. Face-to-face conversations have been around since the beginning of time. One-on-one communication is important for structure, organization, feedback and motivation (Auzenne and Horstma, 2005). In regard to a one-on-one, the conversation should be between two people. In a business and managerial structure oneon-ones have the goal to increase the power of the organization by getting the person – who presumably has something to offer (passion, a following, etc.) — to join the collective (Community Change, 2010). Horstam (2005) states that one common thread of effective managers in the business sector is they meet weekly or bi-weekly with a direct report for one-half hour. Within that one-half hour, Horstam (2005) recommends that these meetings be very structured for maintaining communication with staff. They need to be scheduled in advance and have a structured framework of communication so there is “ten minutes for the employee, ten contents reports news awards features regions

Table of Contents for the Digital Edition of SEAHO Report - Spring 2011

SEAHO Report - Spring 2011
Table of Contents
SEAHO President
One-on-Ones: Where Are They Headed?
The Five Housing Love Languages
Boys-To-Men Mentoring Program
2011 SEAHO Awards
Commuter Assistant Program
RoomBug at JMU
Residence Life Experience Transferred into Business Acumen
Fighting Committee Frustration
Virginia Tech: Ut Prosim
Seeing the Light: The Case for Fluorescent Bulbs in Residence Halls
Alabama Updates
Florida Updates
Kentucky Updates
Louisiana Updates
Mississippi Updates
North Carolina Updates
South Carolina Updates
Virginia Updates

SEAHO Report - Spring 2011