Educational Administration Leading with Mind and Heart

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ISBN: 9780810846302 | 0810846306
Cover: Paperback
Copyright: 12/28/2002

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The link between theory and practice is crucial to grasp as an educational leader. Palestini shows readers the importance of organizational development and effective management of the change process in successful school administration and leadership. Using a diagnostic approach to organizational development, he systematically integrates the important aspects of organizational behavior into case analysis. The book presents opportunities for portfolio building and simultaneously stresses the importance of leadership that comes from both the heart and the mind.

Preface	p. xi
Organizational Structure and Behavior in Schools	p. 1
Learning Outcomes	p. 1
Introduction	p. 2
A Historical Perspective	p. 2
Structural Perspectives	p. 2
Scientific Management	p. 2
Classical School	p. 4
Bureaucracy	p. 4
Behavioral Perspectives	p. 6
Human Relations School	p. 6
Group Dynamics	p. 7
Decision-Making Theory	p. 7
Leadership	p. 7
Integrative Perspectives	p. 8
Sociotechnical School	p. 8
Systems Theory	p. 9
Contingency Theory	p. 10
School Organization	p. 11
Classical Organization Theory	p. 11
Social Systems Theory	p. 14
Open System Theory	p. 15
Contingency Theory	p. 15
Organizational Behavior	p. 18
Components of Culture	p. 18
The Processes of Organizational Behavior	p. 20
Perception	p. 20
Perceptual Distortions	p. 20
Dealing with Distortions	p. 22
Perception in a Multicultural Environment	p. 23
The Attribution Process	p. 23
Attributional Biases	p. 24
Attribution and Locus of Control	p. 24
The Learning Process	p. 25
The Behaviorist Approach	p. 25
The Cognitive Approach	p. 25
Social Learning Approach	p. 26
Administrative Implications of Learning	p. 27
Developing Productive Attitudes	p. 27
Components of Attitudes	p. 28
Attitudes in a Multicultural Workplace	p. 28
Implications of School Culture	p. 29
Summary	p. 30
Case Study: The Burrell City School District	p. 31
Activities	p. 34
Endnotes	p. 34
Educational Leadership	p. 37
Learning Outcomes	p. 37
Introduction	p. 37
The Trait Theory	p. 38
The Behavioral Perspective	p. 38
Managerial Roles Theory	p. 40
Early Situational Theories	p. 40
Theory X and Theory Y	p. 40
Frederick Fiedler's Theory	p. 43
Contemporary Situational Leadership	p. 43
Path-Goal Theory	p. 45
The Vroom-Yetton Model	p. 46
The Hersey/Blanchard Model	p. 50
Reframing Leadership	p. 50
Transformational Leadership	p. 54
Developing an Educational Vision	p. 56
Implications for Education	p. 57
Summary	p. 57
Case Study: Birch County Intermediate Unit	p. 58
Activities	p. 61
Endnotes	p. 62
Motivating and Rewarding Individuals	p. 63
Learning Outcomes	p. 63
Introduction	p. 63
Need Theories	p. 64
Maslow's Hierarchy of Needs	p. 65
ERG Theory	p. 67
Trichotomy of Needs	p. 68
Herzberg's Two-Factor Theory	p. 70
Control Theory	p. 70
Utilization of Needs Theories	p. 72
Equity Theory	p. 72
Reinforcement Theory	p. 75
Expectancy Theory	p. 76
Goal-Setting Theory	p. 78
Redesign of Work	p. 81
Career Ladders	p. 81
Reward Systems	p. 83
Merit Pay	p. 83
Summary	p. 84
Case Study: Wickett Middle School	p. 85
Activities	p. 87
Endnotes	p. 88
Effective Communication	p. 91
Learning Outcomes	p. 91
Introduction	p. 91
The Communication Process	p. 92
The Direction of Communication	p. 103
Interpersonal Relations and Communication	p. 105
Multicultural Communication Issues	p. 106
Improving Communication	p. 107
The Assertive Communication Style	p. 109
Using Active Listening Techniques	p. 110
Communication Networks in Schools	p. 110
External Communication	p. 113
Matrix Design	p. 113
Interviews	p. 115
Summary	p. 118
Case Study: The Carson School System	p. 119
Activities	p. 122
Endnotes	p. 122
Conflict Management	p. 125
Learning Outcomes	p. 125
Introduction	p. 125
The Nature of Conflict	p. 126
The Results of Conflict	p. 127
Levels of Conflict	p. 128
Stages of Conflict	p. 129
Interacting Groups	p. 130
Task Relations	p. 133
Power Differences	p. 134
Strategies for Managing Conflict	p. 135
Conflict Intervention Activities	p. 138
Conflict-Resolution Processes	p. 141
Structural Mechanisms	p. 142
Cultural Diversity	p. 144
Summary	p. 144
Case Study: The Fort Washington School	p. 145
Activities	p. 147
Endnotes	p. 153
The Change Process	p. 155
Learning Outcomes	p. 155
Introduction	p. 155
Models of Change	p. 156
The Clinical Strategy	p. 157
The Growth-Centered Strategy	p. 161
Forces Influencing Change	p. 162
Building an Action Plan	p. 165
Selecting a Change Agent	p. 169
Implementing Organizational Changes	p. 170
Ethical Considerations	p. 171
Organizational Transformation	p. 172
Evaluating the Change Process	p. 172
Institutionalizing Change	p. 174
Summary	p. 175
Case Study: Olney High School	p. 175
Activities	p. 177
Endnotes	p. 178
The Planning Process	p. 179
Learning Outcomes	p. 179
Introduction	p. 179
An Academic Planning Process	p. 179
Strategic Planning	p. 182
Comprehensive Strategic Planning	p. 183
Strategic Planning and Human and Material Resources	p. 183
Systems Planning	p. 186
Mission Analysis	p. 188
Function Analysis	p. 188
Task Analysis	p. 191
Method-Means Analysis	p. 191
System Analysis Summary	p. 191
Problem Resolution	p. 192
Summary	p. 195
Case Study: Reengineering at Macmillan State College	p. 196
Activities	p. 208
Endnotes	p. 208
Effective Decision-Making	p. 209
Learning Outcomes	p. 209
Introduction	p. 209
Decision Makers	p. 210
Effective Decisions	p. 210
Vroom-Yetton Decision-Making Model	p. 211
The Decision Tree	p. 213
Ethical Decision-Making	p. 213
The Rational Decision-Making Process	p. 213
Alternative Decision-Making Models	p. 216
Individual versus Group Decision-Making	p. 218
Cultural Diversity	p. 218
Time Required	p. 218
Riskiness of Decisions	p. 218
Recognizing Expertise	p. 219
Groupthink	p. 219
Choosing Group Decision-Making	p. 219
Ways to Improve Decision-Making	p. 221
Summary	p. 225
Case Study: The Hillside Middle School	p. 226
Activities	p. 228
Endnotes	p. 228
Power and the Negotiations Process	p. 231
Learning Outcomes	p. 231
Introduction	p. 231
Power in the Organization	p. 232
Ethical Issues	p. 232
Power and Dependence	p. 233
Power as Exchange	p. 233
Personality and Power	p. 234
Power Relations	p. 234
Empowering Others	p. 235
Sources of Power	p. 236
The Negotiation Process	p. 237
Bargaining Paradigms	p. 237
Collaborative Bargaining	p. 238
Effective Negotiation	p. 240
Prenegotiation Preparation	p. 240
Developing a Bargaining Strategy	p. 241
The Bargaining Process	p. 242
Contract Administration	p. 243
Summary	p. 243
Case Study: Academic University	p. 244
Activities	p. 246
Endnotes	p. 247
Organizational Diagnosis	p. 249
Learning Outcomes	p. 249
Introduction	p. 249
The Diagnostic Checklist	p. 249
Summary	p. 253
Case Study: Merchantville School System	p. 254
Activity	p. 260
Endnote	p. 260
Leading with Heart	p. 261
Learning Objectives	p. 261
Introduction	p. 261
Leadership Defined	p. 262
Covenants	p. 264
It Starts with Trust and Sensitivity (Heart)	p. 265
Teamwork	p. 265
Employees as Volunteers	p. 266
The Value of Heroes	p. 267
Employee Owners	p. 267
The Signs of Heartlessness	p. 268
Summary	p. 268
Case Study: Waldron Mercy Academy	p. 269
Activity	p. 274
Endnotes	p. 274
Appendix	p. 275
Index	p. 287
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Educational Administration Leading with Mind and Heart

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