SlideShare ist ein Scribd-Unternehmen logo
1 von 3
Downloaden Sie, um offline zu lesen
Michael Parent
Final Exam - Organization
July 3, 2007

       Schools and schools districts have been charged to change their current practices to

ensure that earning occurs for all students, regardless of pre-existing factors (i.e. race,

economic status, learning ability). This responsibility requires that school administrators

adopt theory, practice, and studies to help shape their leadership and transform their schools.

To this end, certain theories and practices are more influential than others when I consider

my approach to leadership.

       Certainly, the most influential learning that has direct application to the

administrating of schools and districts has come from the various theorists noted in Bolman

and Deal’s text. The ability to view all situations, problems, and opportunities through the

structural, human resources, symbolic, and political frames has proved immeasurably

important.

       Human Resources Frame theorists and researches such as Argyris and his Model 1

and Model 2 theories enables administrators to maneuver through landscapes they are

working in as they attempt to influence change. Structural frame theorists such as Helgesen

enable administrators to move away from Weber’s traditional structure to a more

collaborative and intertwined model of a system’s structure. Directly applying this

Helgesen’s theory alone will allow administration to break down the “top down” cries from

those are unwilling to work in a traditional structure. From his web structure, a true

collaborative and “intranet” approach can propel a staff or disctrict to implement great

change.

       The symbolic frame is best represented by Hofstede’s theory that it is of critical
importance for a leader to identify the culture inherent to an organization or population. A

leader must be aware of, and celebrate, the values, context, and cultural makeup of his/her

constituency before attempting to implement change or begin the change process.

        Administrators have power. Yet, often that power is used for ill gains or inefficiently.

French and Raven’s Bases of Social Power (Reward, Coercive, Legitimate, Referent, and

Expert) have influenced my political “lens”. French and Raven note that all leaders must

establish each of these powers in order to be effective in a system.

        Though Bolman and Deal may have provided the groundwork for viewing a system,

culture, problem, or dilemma, Fullan certainly has been most influential in assisting

administration in changing these systems and cultures, and solving problems and dilemmas.

Fullan tells us that modern leadership requires that we be able to work through a multitude of

problems that are all, in reality, interconnected (Homer and Dixon). Therefore, it is

necessary that we study and understand Fullan’s five components of leadership through

change. Fullan provides a framework for change through the acquisition and application of

Moral Purpose, Understanding Change, Relationship Building, Knowledge and Creation

Sharing, and Coherence Making.

        According Sober & Wilson (as stated by Fullan), “Effective leaders are driven by

egoistic and altruistic motivations.” In essence, any action, decision, or objective of an

administrator must be rooted in a moral and ethical foundation. Without a moral purpose or

cause, administrations lend themselves to pursuing changes and objectives that will, in the

end, be ineffective thus causing turmoil and problems. Therefore, all decisions and actions

regarding change must first be grounded in morality; what is right for students, teachers, and

the institution.
Once a moral purpose has been understood and established, leaders must then

understand the change process they wish to implement. Change can be brought about by use

of power. Goleman's six leadership styles (Coercive, Authoritative, Democratic, Pacesetting,

and Coaching) have profoundly influenced my views on leadership in a time of change. As

an administrator, I must first decide which of Goleman’s styles suits me best when the

change process is expected to occur in a building or district. Far too many goals and changes

are implemented in schools without an understanding or appreciation for Goleman’s defined

styles of power. Goleman notes that it is not only necessary to understand these powers, but

also how to utilize them. Certainly, all six of these styles can be utilized at various times to

achieve various objectives through the change process. What is most crucial to recall during

the change process is Fullan’s “implementation dip”. Many administrators have also failed

to recognize that change is a process and not a one-time measure.

       Fullan also reminds leaders that the change process is rooted in the relationships we

build and cultivate as leaders. For without them, change is not possible and if ti occurs at all,

will likely be for the worse.

       Heifetz says that, “leadership is not mobilizing others to solve problems, but to help

them successfully confront problems they have not yet successfully addressed.” It is

imperative then that as school leaders, we learn and teach the frames through which to view

our schools, our problems, and our decisions. It is also, therefore, crucial that we take that

next step and apply what we understand and teach to influence change. Perhaps then we

would not find ourselves in our current crises.

Weitere ähnliche Inhalte

Was ist angesagt?

Organisational Climate
Organisational ClimateOrganisational Climate
Organisational ClimateShilpi Panchal
 
160209 change management (engels) college tbk
160209 change management (engels) college tbk160209 change management (engels) college tbk
160209 change management (engels) college tbkDo Blankestijn
 
Organizational Development and Leadership Effectiveness
Organizational Development and Leadership EffectivenessOrganizational Development and Leadership Effectiveness
Organizational Development and Leadership EffectivenessRamil Gallardo
 
Communication processes and interaction patterns are fundamental group rijo
Communication processes and interaction patterns are fundamental group rijoCommunication processes and interaction patterns are fundamental group rijo
Communication processes and interaction patterns are fundamental group rijoRijo Roy
 
Leadership 101 - Part 3
Leadership 101 - Part 3Leadership 101 - Part 3
Leadership 101 - Part 3haysd
 
Robbins eob9 inst_ppt_04
Robbins eob9 inst_ppt_04Robbins eob9 inst_ppt_04
Robbins eob9 inst_ppt_04leng81287
 
Partie I Cours Analyse Sociologique des organisations / Organizational Behaviour
Partie I Cours Analyse Sociologique des organisations / Organizational BehaviourPartie I Cours Analyse Sociologique des organisations / Organizational Behaviour
Partie I Cours Analyse Sociologique des organisations / Organizational BehaviourWajdi Ben Rejeb
 
Organizational climate
Organizational climateOrganizational climate
Organizational climateguru14391
 
Robbins eob9 inst_ppt_02
Robbins eob9 inst_ppt_02Robbins eob9 inst_ppt_02
Robbins eob9 inst_ppt_02leng81287
 
Robbins eob9 inst_ppt_15
Robbins eob9 inst_ppt_15Robbins eob9 inst_ppt_15
Robbins eob9 inst_ppt_15leng81287
 
SOCIAL SYSTEMS AND ORGANIZATIONAL CULTURE
SOCIAL SYSTEMS AND ORGANIZATIONAL CULTURESOCIAL SYSTEMS AND ORGANIZATIONAL CULTURE
SOCIAL SYSTEMS AND ORGANIZATIONAL CULTUREace boado
 
Social loafing (1979)
Social loafing (1979)Social loafing (1979)
Social loafing (1979)adamthorpe
 
Behavioral approach to management
Behavioral approach to managementBehavioral approach to management
Behavioral approach to managementsushant919
 
SYSTEM 1-4 CONTINUUM
SYSTEM 1-4 CONTINUUMSYSTEM 1-4 CONTINUUM
SYSTEM 1-4 CONTINUUMblessthms
 

Was ist angesagt? (20)

Organisational Climate
Organisational ClimateOrganisational Climate
Organisational Climate
 
160209 change management (engels) college tbk
160209 change management (engels) college tbk160209 change management (engels) college tbk
160209 change management (engels) college tbk
 
Motivation
MotivationMotivation
Motivation
 
Leadership and change
Leadership and changeLeadership and change
Leadership and change
 
Organizational Development and Leadership Effectiveness
Organizational Development and Leadership EffectivenessOrganizational Development and Leadership Effectiveness
Organizational Development and Leadership Effectiveness
 
Communication processes and interaction patterns are fundamental group rijo
Communication processes and interaction patterns are fundamental group rijoCommunication processes and interaction patterns are fundamental group rijo
Communication processes and interaction patterns are fundamental group rijo
 
Leadership 101 - Part 3
Leadership 101 - Part 3Leadership 101 - Part 3
Leadership 101 - Part 3
 
Contingency theories of leadership
Contingency theories of leadershipContingency theories of leadership
Contingency theories of leadership
 
Social loafing
Social loafingSocial loafing
Social loafing
 
Robbins eob9 inst_ppt_04
Robbins eob9 inst_ppt_04Robbins eob9 inst_ppt_04
Robbins eob9 inst_ppt_04
 
Partie I Cours Analyse Sociologique des organisations / Organizational Behaviour
Partie I Cours Analyse Sociologique des organisations / Organizational BehaviourPartie I Cours Analyse Sociologique des organisations / Organizational Behaviour
Partie I Cours Analyse Sociologique des organisations / Organizational Behaviour
 
Organizational climate
Organizational climateOrganizational climate
Organizational climate
 
Robbins eob9 inst_ppt_02
Robbins eob9 inst_ppt_02Robbins eob9 inst_ppt_02
Robbins eob9 inst_ppt_02
 
Robbins eob9 inst_ppt_15
Robbins eob9 inst_ppt_15Robbins eob9 inst_ppt_15
Robbins eob9 inst_ppt_15
 
SOCIAL SYSTEMS AND ORGANIZATIONAL CULTURE
SOCIAL SYSTEMS AND ORGANIZATIONAL CULTURESOCIAL SYSTEMS AND ORGANIZATIONAL CULTURE
SOCIAL SYSTEMS AND ORGANIZATIONAL CULTURE
 
Social loafing (1979)
Social loafing (1979)Social loafing (1979)
Social loafing (1979)
 
Behavioral approach to management
Behavioral approach to managementBehavioral approach to management
Behavioral approach to management
 
1601_Essay_final_s4353021
1601_Essay_final_s43530211601_Essay_final_s4353021
1601_Essay_final_s4353021
 
Final Assignment APA
Final Assignment APAFinal Assignment APA
Final Assignment APA
 
SYSTEM 1-4 CONTINUUM
SYSTEM 1-4 CONTINUUMSYSTEM 1-4 CONTINUUM
SYSTEM 1-4 CONTINUUM
 

Andere mochten auch (7)

Grant Wiggins Presentation
Grant Wiggins PresentationGrant Wiggins Presentation
Grant Wiggins Presentation
 
Paolo Freire
Paolo FreirePaolo Freire
Paolo Freire
 
Covey Paper
Covey PaperCovey Paper
Covey Paper
 
Teach nj fd
Teach nj fdTeach nj fd
Teach nj fd
 
Carol Tomlinson
Carol TomlinsonCarol Tomlinson
Carol Tomlinson
 
Social Media Presentation
Social Media PresentationSocial Media Presentation
Social Media Presentation
 
Psi District Presentation 091210
Psi   District Presentation    091210Psi   District Presentation    091210
Psi District Presentation 091210
 

Ähnlich wie Organizational Final

Donna Charlton & Dr. William Kritsonis
Donna Charlton & Dr. William KritsonisDonna Charlton & Dr. William Kritsonis
Donna Charlton & Dr. William KritsonisWilliam Kritsonis
 
ASSIGNMENT-A ADL-01 PRINCIPLES AND PRACTICES OF MANAGEMENT.pdf
ASSIGNMENT-A ADL-01   PRINCIPLES AND PRACTICES OF MANAGEMENT.pdfASSIGNMENT-A ADL-01   PRINCIPLES AND PRACTICES OF MANAGEMENT.pdf
ASSIGNMENT-A ADL-01 PRINCIPLES AND PRACTICES OF MANAGEMENT.pdfCynthia Velynne
 
Impact of educational changes in management of
Impact of educational changes in management ofImpact of educational changes in management of
Impact of educational changes in management ofguevarra_2000
 
Leading In A Culture Of Change
Leading In A Culture Of ChangeLeading In A Culture Of Change
Leading In A Culture Of ChangeLakesia Wright
 
Challenges in Leading and Managing People in Institutions of Learning in Cam...
 Challenges in Leading and Managing People in Institutions of Learning in Cam... Challenges in Leading and Managing People in Institutions of Learning in Cam...
Challenges in Leading and Managing People in Institutions of Learning in Cam...Research Journal of Education
 
Fullans Power Point
Fullans Power PointFullans Power Point
Fullans Power Pointjdellavalle
 
Leadership and Organisation
Leadership and OrganisationLeadership and Organisation
Leadership and OrganisationAwatif Atif
 
Philosophy of leadership 3
Philosophy of leadership 3Philosophy of leadership 3
Philosophy of leadership 3Dr. Ernie Walker
 
Fullan group project answers 1 5[1]
Fullan group project answers 1 5[1]Fullan group project answers 1 5[1]
Fullan group project answers 1 5[1]guest2b32b2e
 
Fullan group project answers 1 5[1]
Fullan group project answers 1 5[1]Fullan group project answers 1 5[1]
Fullan group project answers 1 5[1]guest2b32b2e
 
Timelin present day timeline ppt dr. carr
Timelin present day timeline ppt  dr. carrTimelin present day timeline ppt  dr. carr
Timelin present day timeline ppt dr. carrdrs412
 
Top schools in india
Top schools in indiaTop schools in india
Top schools in indiaEdhole.com
 
Effective Workplace Leadership
Effective Workplace LeadershipEffective Workplace Leadership
Effective Workplace LeadershipTammy Majors
 
explain what values and attitudes are and describe their impact on managerial...
explain what values and attitudes are and describe their impact on managerial...explain what values and attitudes are and describe their impact on managerial...
explain what values and attitudes are and describe their impact on managerial...evangeline jumalon
 
Leadership in a Dynamic Information Age
Leadership in a Dynamic Information AgeLeadership in a Dynamic Information Age
Leadership in a Dynamic Information AgeLeena Guptha
 
Contemporary leadership styles
Contemporary leadership stylesContemporary leadership styles
Contemporary leadership stylesRana Arslan
 

Ähnlich wie Organizational Final (20)

Donna Charlton & Dr. William Kritsonis
Donna Charlton & Dr. William KritsonisDonna Charlton & Dr. William Kritsonis
Donna Charlton & Dr. William Kritsonis
 
ASSIGNMENT-A ADL-01 PRINCIPLES AND PRACTICES OF MANAGEMENT.pdf
ASSIGNMENT-A ADL-01   PRINCIPLES AND PRACTICES OF MANAGEMENT.pdfASSIGNMENT-A ADL-01   PRINCIPLES AND PRACTICES OF MANAGEMENT.pdf
ASSIGNMENT-A ADL-01 PRINCIPLES AND PRACTICES OF MANAGEMENT.pdf
 
Impact of educational changes in management of
Impact of educational changes in management ofImpact of educational changes in management of
Impact of educational changes in management of
 
Leading In A Culture Of Change
Leading In A Culture Of ChangeLeading In A Culture Of Change
Leading In A Culture Of Change
 
Challenges in Leading and Managing People in Institutions of Learning in Cam...
 Challenges in Leading and Managing People in Institutions of Learning in Cam... Challenges in Leading and Managing People in Institutions of Learning in Cam...
Challenges in Leading and Managing People in Institutions of Learning in Cam...
 
Fullans Power Point
Fullans Power PointFullans Power Point
Fullans Power Point
 
Leadership and Organisation
Leadership and OrganisationLeadership and Organisation
Leadership and Organisation
 
Philosophy of leadership 3
Philosophy of leadership 3Philosophy of leadership 3
Philosophy of leadership 3
 
Fullan group project answers 1 5[1]
Fullan group project answers 1 5[1]Fullan group project answers 1 5[1]
Fullan group project answers 1 5[1]
 
Fullan group project answers 1 5[1]
Fullan group project answers 1 5[1]Fullan group project answers 1 5[1]
Fullan group project answers 1 5[1]
 
Timelin present day timeline ppt dr. carr
Timelin present day timeline ppt  dr. carrTimelin present day timeline ppt  dr. carr
Timelin present day timeline ppt dr. carr
 
Bergenhagen leadershipessay.doc
Bergenhagen leadershipessay.docBergenhagen leadershipessay.doc
Bergenhagen leadershipessay.doc
 
Bergenhagen Leadership Essay
Bergenhagen Leadership EssayBergenhagen Leadership Essay
Bergenhagen Leadership Essay
 
MGT 500 - Final Exam - FA 14 (1)
MGT 500 - Final Exam - FA 14 (1)MGT 500 - Final Exam - FA 14 (1)
MGT 500 - Final Exam - FA 14 (1)
 
Top schools in india
Top schools in indiaTop schools in india
Top schools in india
 
Toxic Leadership Essay
Toxic Leadership EssayToxic Leadership Essay
Toxic Leadership Essay
 
Effective Workplace Leadership
Effective Workplace LeadershipEffective Workplace Leadership
Effective Workplace Leadership
 
explain what values and attitudes are and describe their impact on managerial...
explain what values and attitudes are and describe their impact on managerial...explain what values and attitudes are and describe their impact on managerial...
explain what values and attitudes are and describe their impact on managerial...
 
Leadership in a Dynamic Information Age
Leadership in a Dynamic Information AgeLeadership in a Dynamic Information Age
Leadership in a Dynamic Information Age
 
Contemporary leadership styles
Contemporary leadership stylesContemporary leadership styles
Contemporary leadership styles
 

Mehr von Michael Parent, Ed.D (20)

Social Media Presentation
Social Media PresentationSocial Media Presentation
Social Media Presentation
 
New Staff Orientation
New Staff OrientationNew Staff Orientation
New Staff Orientation
 
Constructivism
ConstructivismConstructivism
Constructivism
 
William Chandler Bagley
William Chandler BagleyWilliam Chandler Bagley
William Chandler Bagley
 
Leadership Dynamics Preassignment
Leadership Dynamics PreassignmentLeadership Dynamics Preassignment
Leadership Dynamics Preassignment
 
Law Final2
Law Final2Law Final2
Law Final2
 
Questionnaire Response Paper
Questionnaire Response PaperQuestionnaire Response Paper
Questionnaire Response Paper
 
Qualifying Exam
Qualifying ExamQualifying Exam
Qualifying Exam
 
Stetar Pre Assignment Mike
Stetar Pre Assignment MikeStetar Pre Assignment Mike
Stetar Pre Assignment Mike
 
Stats Final
Stats FinalStats Final
Stats Final
 
Leadership Dynamics Reflection
Leadership Dynamics ReflectionLeadership Dynamics Reflection
Leadership Dynamics Reflection
 
Curriculum Final Part2
Curriculum Final Part2Curriculum Final Part2
Curriculum Final Part2
 
Finance Final 2
Finance Final 2Finance Final 2
Finance Final 2
 
Kidder Paper
Kidder PaperKidder Paper
Kidder Paper
 
Law Final2
Law Final2Law Final2
Law Final2
 
Curriculum Final
Curriculum FinalCurriculum Final
Curriculum Final
 
Law Final
Law FinalLaw Final
Law Final
 
Achilles Problem Analysis Paper 1
Achilles Problem Analysis Paper 1Achilles Problem Analysis Paper 1
Achilles Problem Analysis Paper 1
 
Policy Analysis Pre
Policy Analysis PrePolicy Analysis Pre
Policy Analysis Pre
 
Stats Midterm July
Stats Midterm JulyStats Midterm July
Stats Midterm July
 

Kürzlich hochgeladen

Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 

Kürzlich hochgeladen (20)

Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 

Organizational Final

  • 1. Michael Parent Final Exam - Organization July 3, 2007 Schools and schools districts have been charged to change their current practices to ensure that earning occurs for all students, regardless of pre-existing factors (i.e. race, economic status, learning ability). This responsibility requires that school administrators adopt theory, practice, and studies to help shape their leadership and transform their schools. To this end, certain theories and practices are more influential than others when I consider my approach to leadership. Certainly, the most influential learning that has direct application to the administrating of schools and districts has come from the various theorists noted in Bolman and Deal’s text. The ability to view all situations, problems, and opportunities through the structural, human resources, symbolic, and political frames has proved immeasurably important. Human Resources Frame theorists and researches such as Argyris and his Model 1 and Model 2 theories enables administrators to maneuver through landscapes they are working in as they attempt to influence change. Structural frame theorists such as Helgesen enable administrators to move away from Weber’s traditional structure to a more collaborative and intertwined model of a system’s structure. Directly applying this Helgesen’s theory alone will allow administration to break down the “top down” cries from those are unwilling to work in a traditional structure. From his web structure, a true collaborative and “intranet” approach can propel a staff or disctrict to implement great change. The symbolic frame is best represented by Hofstede’s theory that it is of critical
  • 2. importance for a leader to identify the culture inherent to an organization or population. A leader must be aware of, and celebrate, the values, context, and cultural makeup of his/her constituency before attempting to implement change or begin the change process. Administrators have power. Yet, often that power is used for ill gains or inefficiently. French and Raven’s Bases of Social Power (Reward, Coercive, Legitimate, Referent, and Expert) have influenced my political “lens”. French and Raven note that all leaders must establish each of these powers in order to be effective in a system. Though Bolman and Deal may have provided the groundwork for viewing a system, culture, problem, or dilemma, Fullan certainly has been most influential in assisting administration in changing these systems and cultures, and solving problems and dilemmas. Fullan tells us that modern leadership requires that we be able to work through a multitude of problems that are all, in reality, interconnected (Homer and Dixon). Therefore, it is necessary that we study and understand Fullan’s five components of leadership through change. Fullan provides a framework for change through the acquisition and application of Moral Purpose, Understanding Change, Relationship Building, Knowledge and Creation Sharing, and Coherence Making. According Sober & Wilson (as stated by Fullan), “Effective leaders are driven by egoistic and altruistic motivations.” In essence, any action, decision, or objective of an administrator must be rooted in a moral and ethical foundation. Without a moral purpose or cause, administrations lend themselves to pursuing changes and objectives that will, in the end, be ineffective thus causing turmoil and problems. Therefore, all decisions and actions regarding change must first be grounded in morality; what is right for students, teachers, and the institution.
  • 3. Once a moral purpose has been understood and established, leaders must then understand the change process they wish to implement. Change can be brought about by use of power. Goleman's six leadership styles (Coercive, Authoritative, Democratic, Pacesetting, and Coaching) have profoundly influenced my views on leadership in a time of change. As an administrator, I must first decide which of Goleman’s styles suits me best when the change process is expected to occur in a building or district. Far too many goals and changes are implemented in schools without an understanding or appreciation for Goleman’s defined styles of power. Goleman notes that it is not only necessary to understand these powers, but also how to utilize them. Certainly, all six of these styles can be utilized at various times to achieve various objectives through the change process. What is most crucial to recall during the change process is Fullan’s “implementation dip”. Many administrators have also failed to recognize that change is a process and not a one-time measure. Fullan also reminds leaders that the change process is rooted in the relationships we build and cultivate as leaders. For without them, change is not possible and if ti occurs at all, will likely be for the worse. Heifetz says that, “leadership is not mobilizing others to solve problems, but to help them successfully confront problems they have not yet successfully addressed.” It is imperative then that as school leaders, we learn and teach the frames through which to view our schools, our problems, and our decisions. It is also, therefore, crucial that we take that next step and apply what we understand and teach to influence change. Perhaps then we would not find ourselves in our current crises.