Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Budget planning and controlling in an organisation
Budget planning and control
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Budget planning and controlling in an organisation
The father of Total Quality Management (TQM) is W. Edwards Deming and the key elements of TQM are:
1. Leaders must develop and disseminate the aims and purposes of the organization. Management must commit to these aims and purposes. Chancellor of the New York City (NYC) Department of Education (DOE), Carmen Fariña, was appointed on December 2013 and began its management on January 2014. She came with a different vision for the DOE called “The Framework for Great Schools” which is a fundamental change to the way the DOE creates partnerships with schools. However, this vision was formulated to work maintaining the mission statement of the DOE to ensure that all students succeed.
2. All must learn the new philosophy-including upper management. As part of the process, the Chancellor created mandatory Professional Development workshops for all DOE employees at all levels, in order to build capacity for school support in order to improve student opportunity results for all.
3. In the interest of processes improvement and cost reductions, all must understand the purpose of inspection. Chancellor Fariña reorganized and removed departments within the DOE, with the restructuring a new agency was created with two offices in each borough; the Borough Field Support Center was formed to seek data to monitor and review the support
…show more content…
Eliminate fear, build trust, and create an environment conducive to innovation. One of the most important reforms in New York City schools in the past 15 years was to give principals control over two crucial management procedures: hiring and budget decisions. As a former teacher and principal, Chancellor Fariña understands how critical that independence is, and is committed to continuing the practice in all schools except those that are most struggling. Among, these objectives to give principals more independence is the increased function of providing support to principals that need it, as a result, bonds of trust were
Gorton and Alston (2012) pointed out in Chapter One that effective leaders “provide direction and meaning, generate and sustain trust, display an eagerness to take action, and spread hope”, through motivating and empowering others to reach the desired goals (pp. 7-9). Thus administrators must be skilled communicators, attentive and responsive listeners. Meanwhile they must also be able to build relationships with others, multitask, prioritize, delegate wisely, relate to, and motivate others. Reading that both the National Association of Elementary School Principals and the American Association of School Administrators have noted the importance of communication to the school system's success (p. 101), has affirmed for this student that the need for outside assistance with communication is indeed a serious concern for administrators.
TQM is a company’s complete “culture of quality” approach which focuses on long-term success. It strives for continuous improvement, in all aspects of an organization, as a process and not as a short-term goal. TQM’s involves everyone in the organization to transform the organization into a forward-thinking entity by influencing attitudes, practices, structures, and systems of the entire organization (Business Dictionary, 2014). TQM was crafted by William Edwards Deming, a statistician who specialized in statistical process control after World War II. Deming outlined 14 points of TQM where all people of an organization can constantly search for ways to improve the process, product, and service. Deming developed the
The major concepts of this article relate to the ineffectiveness of school leadership programs. Arthur Levine found that a majority of the programs were inadequate. He noted four areas in which these programs lacked efficiency. These areas of concern were the rise in off-campus low quality programs, weak research-intensive universities that are working towards awarding doctoral degrees in administration, competition for students is causing lowered program quality and admission criteria, and the fact that state and local school districts are adding to the problem by salary incentives for advanced degrees. Levine noted several major issues that affect school administration programs. First, he revealed that many people who had finished these programs agreed that the curriculum was irrelevant; they said that it did prepare them to deal with "on-the-job issues." Second, the issues of low admission and graduation standards were addressed. The study illustrated how many schools lower their standards to increase admission and create tuition "cash cows." Third, he discussed the issue of these schools having weak faculties.
Leading organizations of school administrators offer educators various opportunities to encourage educators to become leaders. No Child Left Behind Act of 2001 (NCLB) has mandated that leaders be better prepared for the task of providing quality education to all. NCLB “… is forcing all educational stakeholders to face the weakness of contemporary school leadership and is making it impossible to ignore the need for higher quality principals” (Hale & Moorman, 2003, p.1). It is believed that all educators can be and are leaders in their own right. A leader is a visionary and has the ability to inspire others to aspire to greatness. Of the numerous opportunities that are offered, those that are most beneficial include but are not limited to leadership training programs, professional development, and creating shared leadership opportunities for teachers to become leaders. The systems “…that produce our nation’s principals are complex and interrelated – and governed by the states. Each state establishes licensing, certification and re-certification” (Hale & Moorman, 2003, p.1). States use the ISLLC standards “…as the framework for preparation programs and in service professional development of school superintendents, principals, and other leaders” (Hale & Moorman, 2003, p.3).
Harriet Alverez is experiencing a rough start in her new role as Assistant Superintendent of Management Services in the Wildwood Unified School District. What seemed like a great opportunity to work in both the education and business realms, has turned out to be considerably more challenging than she had expected. There are several causes of her unforeseen stress including Congress’ passage of No Child Left Behind, an inflexible and opinionated leadership cabinet, limited to no guidance, and her own inexperience. Each of these has led to a crucial juncture for Harriet in her first year in her new role.
I reviewed the Administrative Performance Evaluation for the Principals of the Wharton School District. This evaluation benefits the Principal by:
Steinberg, Jacques. "NATION'S SCHOOLS STRUGGLING TO FIND ENOUGH PRINCIPALS." New York Times 03 Sept. 2000: n. pag. Web. 08 Feb. 2015.
Education CEOs are no exception. I have learned, in the course of research on the leadership problems of big-city school districts, that superintendents also need to downplay problems. They put a bright face on negative circumstances out of fear that creating a crisis may lower public confidence or discourage potential successors.
Myers found that the school leader’s ability to employ various leadership characteristics in such areas of communication, emotional competency, and ethical reasoning better strengthen the principal’s ability to constrain heightened organizational instability. Moreover, Myers argues that the skills of school leaders to constrain turbulence are important in school settings. That is to say, the principal in Myers’ study was able to create a stable holding environment to withstand turbulences using his experience and leadership
4.4 Candidates understand and can respond to community interests and needs by building and sustaining productive school relationships with community partners. SHARED LEADERSHIP FOR SCHOOL AND COMMUNITY RELATIONS 3 Contemporary school administrators play a daunting array of roles. They must be educational visionaries and change agents, instructional leaders, curriculum and assessment experts, budget analysts, facility managers, special program administrators, and community builders (Darling-Hammond, et al. 2007). Research on educational leadership has to date focused largely on the work of teachers and principals. Many other people, however—including parents, students, and other members of the community—have the potential to influence education policy and practice (Wahlstrom et al. 2010), thus highlighting the importance of principals being able to work with a wide variety of stakeholders in order to provide quality leadership to improve the school culture.
Public school systems are constantly undergoing change, as they continue to face numerous reform movements and society-driven value fluctuations. Whether the arguments center on the idea of the Common Core State Standards or to teacher evaluation reform efforts or perhaps even to the validity of school vouchers, there has been an increasing amount of pressure placed on district administrators to provide leadership, vision, support, and action within the scope of their job’s roles and responsibilities. Ultimately, school districts operate with the intention of increasing student learning and academic achievement. District-level administrators facilitate this process by providing the overseeing and overarching leadership needed to take on such a tall challenge.
With the passage of NCLB, many school reform efforts have been initiated using top-down model in which each school leaders have been charged with initiating bold administrative changes to address the legislation. With the number of leadership theories and models, researchers have become interested in studying those to determine which might bring forth the most significant results for leading such change. Due to the lack of highly qualified administrators and the increasing demands for administrators, Bush, O’Brien & Spangler (2005) studied a program, the Southern Tier Leadership Academy, a collaborative of the New York Education Department. The study included three separate cohorts who completed an eight month program. Whereas, Somech (2005) chose to investigate directive and participative leadership approaches, and which would more significantly impact school effectiveness. Perhaps Somech’s reflect Scherer’s (2009, p.7) understandings as described in Educational Leadership, ‘broom-wielding leadership can indeed be beneficial’ as is putting advocates into positions of power and influence and building teams, both of which are seemingly contrasting opposites.
While the superintendent watches over a district of schools, a principal focuses on a single school during his entire term in the principalship. The principal has the executive authority in the entire institution and has a definite power on how the school runs. Additionally, the principal has a more intimate contact with the development of the student than a superintendent. Because of this, the superintendent must closely work with the principal, not just for the entirety of the school administration, but for influencing the physical and psychological welfare of the child as a learning student. Both the superintendent and the principal must have leadership qualities suitable for each given role.
Contained within the following paper is the evaluation of the author’s organization’s mission, vision goals, and objectives .The author will discuss the pre-determined questions as set forth by Jeffrey Trapp, a certified University of Phoenix instructor. This paper will discuss the differences that a rise between a company that has implemented TQM (Total Quality Management) with that of the authors own organization’s management style.
Total Quality Management is a management philosophy driven by customer needs and expectations. TQM focuses on quality and builds a management method based on full employee involvement. Its aim is to achieve long-term successful management through long-term customer