"Bureaucratic Schools versus Learning Organizations" Please respond to the following:
The principal is expected to be a leader of leaders within the school as well as a member of the administrative team.
Being a leader of a school, most principals want and expect their schools to be flexible, responsive, and have a strong commitment to learning. In my school the principal encourages supportive learning environments for all students. He invites input from staff in regards to providing opportunities to share knowledge, information and resources. As a staff we feel valued and appreciated to offer new ideas and options. As a leader he guides his staff on the importance of collaboration and dialogue. Because of this we learn about learning together, each person can address their challenges, and think collectively. During meetings he strives for balance amongst his staff. Within his role the goals of school are set, by managing curriculum guides, monitoring of lesson plans, and evaluating teachers to promote student learning and growth.
From the e-Activity, determine one goal of learning individuals and one goal of learning organizations that you agree with the most. Propose five ways that you could transition your current teaching style to one that is geared more toward supporting a learning individual.
From the readings it explains how individuals learn best when the content is meaningful to them. One goal of learning individuals that I most agree with includes need feedback. One goal of learning organizations has challenging yet achievable shared goals.
Schlechty, P.C. (2009). Leading for learning: How to transform schools into learning organizations. San
Francisco, CA: Jossey-Bass.
"Social Control" Please respond to the following:
I have to say that I even though learning organizations is where want our organization to be as a whole, there are times when some type of social control other than influence, needs to be used. I know examples of power and authority are needed in situations where students have been non-compliant. In addition, I am not saying that if kids have serious issues that we should not inflict this disciplined structure on them, but sometimes it is important in order to control chaos.
I really thought that power and authority were the same things because they both sound like an aggressive way to rule or demand productivity. The lecture states that power “is the ability to gain acceptance of directives and support for norms that are crucial to the life of an organization” where are “authority implies the right to exercise power” (slide 5). The lecture (n.d.) on this week also sums up that power and influence “have to do with the ability to gain acceptance of directives and support for normal activities vital to the life of the organization” (slide 6). Influence is a great thing to have, but sometimes (I believe) you may have to go into situations where you have to use your authority until people start to see/believe or buy into your influence on a system or new implementation. I am not saying that this is a practice that anyone should make a habit of; a school in our district hired a principal who came with our new superintendent and after a year, the principal had the highest turnover rate and ended up being terminated at the end of that school year. I am saying that it is imperative, at times, for some to go in with the authority and the influence (because they have knowledge and plan) to transform a school, program, situation, etc. Power and authority are used in a bureaucracy are used as “tactically to develop personal influence” (slide 6). I am not saying that anyone should be calculating for personal gain alone, but I do believe that calculation and a strong leader is key to making any type of change-it does not always mean that everyone has to be on board with you because they have history with you. It does mean that leaders should be approaching into any situation with a certain level of expertise in getting buy in from even the most stubborn of people. I have seen where a leader was successful at being influential and authoritative all in one initial meeting. In this situation, a principal had been brought into a school to turn things around from budget, to the learning environment, teacher effectiveness, and discipline, so on. In one meeting, I watched a man, who we had never met, present the vision, give strategic guidelines/expectations and capitalize on our strengths without making us feel as if he was being condescending. He was able to get buy in and lead because the majority of us had a desire to follow his plan. In a learning environment leaders “view personal informal networks as a means for establishing social control” (slide 6).
In a perfect world, I would lead by a considerable amount of influence. We are not always promoted this way in the education vocation. The lecture states, “people with a considerable amount of influence may in turn gain some authority because of the responsibilities assigned to them” (slide 6). Often times we see great teachers leave the classroom because of this. They go on to become coaches and go to the board of education. I had a career and technical teacher friend who taught graphic design who moved up to a position at the board. She is able to lead the rest of us because she had great leadership skills during her time as a teacher.
Brandt, R. (1998). Powerful Learning, retrieved from: http://www.ascd.org/publications/books/198179/chapters/Schools-as-Learning-Organizations.aspx
Lecture, (no date). Retrieved from:https://blackboard.strayer.edu/bbcswebdav/institution/EDU/558/1212/Week2-1212/Lecture1/
Question answered on Apr 12, 2020
Solution~00041147682011.zip (18.37 KB)
Question answered on Apr 12, 2020