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Importance of school community relations
Importance of school community relations
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The first four weeks of CR510 have prompted this student to reflect on her years of teaching in the public school setting. Having experienced many similar complexities to the ones in the text, this student is sympathetic to the challenges facing those in the education system and is eager to find opportunities to offer a better solution for all involved. CR510 has strengthened this student's belief that a third party neutral can provide valuable benefits to educational systems at all levels. 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. Meanwhile the text, online discussion, and classroom discussion helped to distinguish the differences between authority, power, and influence. In the educational venue, authority and power both involve having the authorization to compel others to comply with decisions (Gorton & Alston, 2012, p. 74, 88); whereas influence primarily involves being able to persuade or shape decisions and behavior through “informal ... ... middle of paper ... ... to their problems. Just as restorative justice requires a paradigm shift for those in the legal field and the concept of paradox management requires a paradigm shift for businesses, using third party neutrals will require school administrators to think about conflict management differently. While the text emphasized the complex nature of school administrators' responsibilities (Gorton & Alston, 2012, pp. 3-4) and the surety of change in education (p. 188), it also discussed the factors which inhibit change (pp. 196-197, pp. 200-201). Thus this student feels better equipped to address those concerns proactively when offering services to local school districts. Works Cited Gorton, R. A., & Alston, J. A. (2012). School leadership & administration: Important concepts, case studies, & simulations. (9th ed.). New York, NY: McGraw Hill. [Kindle Version] (pp. 1-323).
I had the pleasure of being able to shadow Superintendent Shirley Hall of the Maplewood School District. Ms. Hall took the reins of the district over in 2012 from a very popular superintendent who was credited with making great strides within the district. Although Ms. Hall had very large shoes to fill, she seems to be doing it with grace and enthusiasm. She credits the previous superintendent with making systemic changes and establishing the overall forward momentum of the district, but recognizes that she cannot rest on past success. Her goal is to take the district to the next level of educational excellence by focusing her and her administrative team's efforts on the P.E.L.P. coherence model from Harvard University. This model focuses the leadership's attention on the interdependence of the various aspects of their school district and how they reinforce one another to support the implementation of an improvement strategy. One of Ms. Hall's mantras was change, but not just for change sake, deep change for sustained improvement. Therefore, although Ms. Hall's predecessor was able to put the district on the right path, Ms. Hall has taken the baton and run with it; establishing her own style and path to excellence.
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.
Only now is evidence emerging testifying to the fact that much of the criticism leveled at public schools is exaggerated and misplaced. It is easy to forget that schools reflect what is happening in society, not cause it. Schools of today have recently shown that they are performing better than ever. Unfortunately, the traditional challenges confronting schools have increased dramatically and broadly as the world and students have changed. Now schools are facing drastic change -- necessary change that must take place quickly so students are able to cope in a dramatically changing world of the future. All of the criticism creates fear in teachers and administrators rather than a desire to embrace change.
Bosher, William, Kate Kaminski, and Richard Vacca. The School Law Handbook: What Every Leader Needs to Know. Alexandria: ASCD. 2003. Brown, Frank, et al. Key Legal Issues for Schools.
However, the problems inherent in the American school system are too complex to be solved purely by money. Without interested parties watching the consumption of money, resources are consumed unwisely. A new arm of the executive branch should not be formed to act as a school watchdog, at the least it seems this would unnecessarily complicate things. Instead, the solution lies in the activity of parents in the school carefully observing the condition of the building, classrooms, and teachers. Parents should be directly involved in the school and should provide the initial stimulus.Only afterwards should the govern...
A school’s lifeblood is its students however, a school’s lifeline stems from the community partnerships that it forms and retains over the years of its existence in the community. Just as times change, so does the list of potential partners within the community. One of the most valuable resources a school can use in its quest to form community partnerships is the faces, voices, and support of its leadership staff. Schools typically have an internal chain of command; however, the quest for partnerships requires that the chain of command, littered with bureaucratic red tape, be abandoned in exchange for one where those in decision-making positions are more easily accessible to members of the community. The following is a
In conclusion, reconstitution is an ineffective solution because it judges schools based on faulty policies, and can put a school in a desperate situation. These policies have turned public education into a game, and an unfair one at that. When put under this pressure, administration makes pointless reforms in order to give the illusion of improvement, even though there is more evidence of failure than success. For the government to overtake a school and undergo such a costly and lengthy process, success needs to be sure-fire,
Decisions are a constant in administration. Principals and school leaders alike are faced with decisions all day every day. Decisions that not only shape and mold the school culture and climate, but the shape they students that attend our schools and their families. It’s critical that school leaders are aware of the ethical ramifications of the decisions they make and are cognoscente of the moral and ethical implications of their decisions. Educational leaders are not only leaders of schools, but leaders in the community.
Well, I’m not here to point fingers at who’s not making the right decisions; I’m here to discuss who is best suited to make the decisions that affect the masses. It’s easy to point out where the problem occurs, but there is difficulty in identifying the solutions to fix these problems. As a teacher, I believe that the teachers and administration should have the most
...s. In Fossel, M. & Holstein, N.(Eds.), School Law and the Public Schools: A Practical Guide for Educational Leaders (5th ed.)
Many times our first thoughts regarding educational leadership are turned to our first experiences as a child. For most, this individual is the school principal. Teachers and students may have a skewed view of this authority figure. He or she is often the focal point of decision-making and discipline. The principal is the singular driving force that combines teachers with their colleagues and students with their teachers and peers (Goldring, 2...
School administrators are important in setting the path for a successful school (Glickman, et al., 2014). The principals could play a dynamic leadership depending on how they exercise their beliefs of the organizational and social environment (McNair, 2011). The principals are the primary facilitators for developing the foundations in learning that will last, to manage the student’s performance at schools, and seeking the improvement at school that will cause great impacts in school‘s education (Gordon,1989). In the recent years in the U.S., education has change in a more cultural diversity population, it is imperative that school supervisors, are trained to encounter this cultural issues, but also assisting others with the opportunities to develop appropriate abilities to deal with different cultures (Glickman, et al., 2014).
One regular factor in most of the effective schools research is an emphasis on strong, instructional leadership (Edmonds, 1979ab, 1982; Purkey & Smith, 1983; Weber, 1971; Brookover& Lezotte, 1979). Leadership theories, such as trait, behavior, contingency, and charismatic, provide a theoretical framework for viewing the total development of instructional leadership. Instructional leadership has many different definitions and models that intellectualize it starting from the early 1900’s. The current study synthesizes the many meanings and models of instructional leadership using theoretical and empirical contemplations. The instructional leadership construct is defined in terms of principal behaviors that lead a school to educate all students to higher student achievement.
When people think of education they imagine a teacher and their students. They do not picture the many other professionals and workers who help maintain an educational environment so vital for preparing the next generation to succeed. Janitors keep the environment clean to make sure students have a safe learning experience. Cafeteria staff help make sure students have the fuel necessary to get an education. And administrators deal with the business side. Although it can be hard to think about it that way, education, at least in some respect, is a business. But that doesn’t mean we need to treat it as such in every way. Schools cannot operate without some inflow of cash. For supplies, for textbooks, and for paying staff. However, many administrators take it too far. Only caring about the letter grade, how many students are failing or not, and failing to remember that on the other end of these numbers are real students, kids who just want to learn. Many administrators distance themselves from the kids. Be it because they feel they are too busy, or they want to be respected as an authority figure. The issue with that is that many educational supervisors put procedures into effect that have a negative impact on students and staff. I want to change that. I want to be the kind of administrator who changes the way supervisory staff interact with students, support staff, and the teachers under them to create a cohesive learning environment based on open communication through all aspects of the school environment.
With the proper guidance and support, teachers can achieve academic excellence in the classroom. They follow their principal’s vision and share their goals. Teachers also serve as leaders in their classroom. They share their vision and goals with their students promoting positive attitudes in the classroom. Just like it is important for principals to respect and understand what their teachers need, students also need the support, understanding, respect and empathy from their teachers. When teachers demonstrate commitment in the classroom and set high expectations they raise the level of learning in the classroom. Teachers that work with the students and their parents to understand and meet their needs will achieve positive academic outcomes. Students engage in learning with positive attitudes and strive for high achievements. Teachers work together with their leaders to improve their teaching