Keys To Successful 21st Century Educational Leadership A Box With A View Chapter 1 This multimedia...

Keys To Successful 21st Century Educational

Leadership

A Box With A ViewChapter 1

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Montessori Education

Founded by Dr. Maria Montessori in 1907Children teach themselvesEnvironment of choice4000 U.S. Montessori schools7000 Montessori schools worldwide

Montessori theories continue to guide, affirm, and support 21st Century educators worldwide by providing a foundation that unites, inspires, and affirms their work.

Copyright© Allyn & Bacon 2007

What is Scientific Management Created by Frederick Winslow Taylor (1856-1915) Major changes in textile and factories during the late 18th Century (The

Industrial Revolution) Merging factories created new organizational and managerial challenges First attempt to systematically analyze human behavior in the workplace Model based on the components of a machine Workers viewed as parts of the machine Tasks broken down into smallest units Evaluating the most effective way of accomplishing each job Removal of human variability


Increased ProductivityNew disciplines and departments created

Industrial Engineering, Personnel, Quality Control

Middle Management utilizedRationale rules replace trial and errorMore efficient and formalized management

What did it do?


Management as science and not inherent ability

Dehumanization Growing hatred of management

What were the results?


What is Classical School?

Developed by Henri Fayol in FranceAnalyze organizations and productivity

from the top downFocused on positions rather than peopleEliminate paperwork without a purposeExercise lateral communication


Henri Fayol’s 14 Principles of Management

1. Specialization of labor

2. The right to give orders and the power to exact obedience

3. Discipline was imperative

4. Each employee has one and only one boss.

5. Generate a single plan and all play their part in that plan.

6. When at work, only work things should be pursued or thought

7. Employees should receive fair payment for services


8. Consolidation of management functions

9. A formal chain of command

10. All materials and personnel have a prescribed place and remain there

11. Equality of treatment

12. Limited turnover of personnel

13. Thinking out a plan and doing what it takes to make it happen

14. Harmony and cohesion among personnel

Henri Fayol’s 14 Principles of Management


What is Bureaucracy?

Developed by German sociologist Max WeberUniformity of operationsDivision of laborRational allocation of tasksImpersonal orientationPromotion based on technical competenceEmployment based on merit


Assertions of Bureaucracy

Authority needs to be legally definedDiscretion of officers needs to be limitedCompetence needs to determine promotionTenure needs to be legally based


Modern Thought

Elements of Taylorism and Fayolism remain popular today

Bureaucracy is viewed in mostly negative terms, yet was still a good alternative for the place and time of its inception.

Many aspects of Taylorism and Fayolism were modified, updated, and implemented in early schools of America


Showed how work groups provide mutual support and effective resistance to management schemes to increase output

Workers want reward and punishment for work

Socio-psychological aspects important to formal organization and leadership

Human Relations Management (Elton Mayo)


Additional StudiesHawthorn Study

Human behavior within organizationsManagerial pressure to change human resources

Human Relations MovementUse of lower levels to solve organizational

problemsFostered more open and trusting environmentGreater emphasis on groups


What is Field Theory?Introduced by Kurt LewinThe field is defined as the totality of coexisting factors

which are mutually interdependent Determined that social problems could be resolved

scientificallyStated that the efforts of researchers and practitioners

needed to be unifiedHuman behavior results from both personal and

environmental influences.


Behavioral Science Approach?

E. Wright Bakke = Individual and Socialization

Chester Barnard = Cooperative SystemsChris Argyris = Optimal Actualization

ConstructJacob Getzels and Egon Guba =

Administrative BehaviorDouglas McGregor = Theory X and Y


Paul Hursey and Kenneth Blanchard = Follower Maturity, Leader Behavior, and Leader Relationships

Warren Bennis = Bureaucracy as Unconscious Conspiracy

Victor Vroom = Expectancy TheoryAmitai Etzioni = Compliance TheoryWilliam Reddin = 3-D Leadership

Behavioral Science Approach?


What is Total Quality Management (TQM)?

Philosophies of Edward DemingImplemented in Japan to boost economyAlso known as Total Quality Control

(TQC)Plan, Do, Check, Act cycle (PDCA)Plan, Do, Share, Act cycle (PDSA)


Deming’s Fourteen Points of Management

Point I: Creating constancy of purpose for improvement of product and service

Point II: Adopting the new philosophyPoint III: Ceasing dependence upon mass inspectionPoint IV: Ending the practice of selecting the suppliers on the

basis of pricePoint V: Improving constantly and forever the system of

productionPoint VI: Instituting on the Job TrainingPoint VII: Adopting and Instituting leadership


Point VIII: Driving out fearPoint IX: Breaking down barriers between staff areasPoint X: Eliminating slogans, exhortations, and targets for

the workforcePoint XI: Eliminating numerical controls for the workforcePoint XII: Removing barriers that rob people of pride of

workmanshipPoint XIII: Encouraging education and self-improvementPoint XIV: Taking action to accomplish the transformation

Deming’s Fourteen Points of Management


What is Site-Based Management (SBM)?

Began as a reaction to the publication of ‘A Nation at Risk’ - the 1983 report of the National commission on Educational ExcellenceStrong leadership by principals required for high student

expectations and effective schoolsNecessity for leadership collaboration, support of school

board and central officeChange at the building level, restructuring of personnel

roles, decentralization of budget, instruction, personnel, and shared decision-making


Components of SBM Superintendent – Lead innovation, overcome impediment to change, and

provide professional development Central Staff –

Business Managers (Facilitator sharing financial information) Personnel Director (Enabling school faculties and staffs in staffing recruitment

and selection) Instructional and Curriculum Specialists (Encouragement to principal to be

instructional leader and promoting accountability)

Principal- Primary change facilitator creating climate encouraging SBM among the school building community

Teachers – Shape school decisions becoming more as equals to administration Parents and Community – Partners and Stakeholders

Overview

Scientific Management 1890-1930 Key Components

Efficiency, maximize profits, minimize costs, specialized labor, production oriented, impersonal, economically driven, autocratic, coercive, rigid lines of communication

Lead ContributorsTaylor, Fayol, Weber


Overview

Human Relations 1930-1960 Key Components

Group norms, shared decisions, empowerment, human potential inspired, morale centered, collaboration valued, originality encouraged, open channels of communication

Lead ContributorsLewin, Rogers, Moreno, Whyte, Homans, Follett


Behavior Science 1960-present Key Components

Open Systems, interaction, rational features, natural features, political motives, contingency driven, interdependence, integration of structure and individual

Lead ContributorsBarnard, Bakkee, Argyris, Getzels & Guba,

McGregor, Hersey & Blanchard, Bennis, Vroom, Etzioni, Reddin

Overview


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