• don't exist independently, they are products of their society

-ever changing

-dependent on societal issues to shape its culture

• Organizations policies and supervisory prac. should be monitered carefully.

-changed to a point of demeaning?

-proc and prac supportive of staff?

• people are the core of productivity
• if forgotten the focus is on the task: emphasis on production and there is a general disregard for the needs of the people within the organization
• accountability????

CHANGE

VISION, SKILLS, INCENTIVES, RESOURCES, ACTION PLAN

VISION

INCENTIVES

RESOURCES

ACTION PLAN

VISION

SKILLS

RESOURCES

ACTION PLAN(INVOLVES TEACHER SO SHE FEELS OWNERSHIP)

VISION

SKILLS

INCENTIVES

ACTION PLAN

VISION

SKILLS

INCENTIVES

RESOURCES

*CHUNK THE ACTION PLAN INTO SMALL SEGMENTS

• HAVE AN EXCEPTED PATTERN OF PURPOSES
• *wHY R WE HERE?

*wHY DO WE EXIST?

• A SENSE OF ID. OR BELONGING

*all members regardless of position, have to id. with their work and see themselves as an integral part of the organization

• continuity of interaction

*members of the organization interact with each other with a degree of regularity and continuity; ther are est. patterns or channels of comm.

characteristics and perceptions of organizations

differentiation of function

• members of the organization perform diff. and or specialized roles

conscious intergration of organizational goals

• members of the organization work together with deliberate efforts to achieve organizational goals (all aware of final goal)

organizational culture

(gives us our identity)

definition: the collective meaning of an organization's social environment; the widely shared values and assumptions that create particular behavior patterns in an organization

• values?
• attitudes?
• beliefs?
• rituals?
• customs?

organizational culture

other definitions...

• the way things are done
• shared beliefs and values that hold the group together
• a product and a process
• the body of solutions to problems taught to new members as a way of perceiving, feeling, and thinking about problems
• the strategic body of learned behaviors that provides meaning for group members
• a set of beliefs, customs, prac. and ways of thinking that people share by being and working together

1. innovation and creativity?
2. stability or est. procedures?
3. people orientatino or the way interactions between and among individuals are fair,supportive, and respectful of rights of others.
4. results orientation or the focus on achieving desired results?
5. Easygoingness or the creation of a relaxed work tempo or atmosphere?
6. Attention to detail or the concern for precision and getting things right?
7. collaberative orientation or an emphasis on working in groups or teams?

1. purpose must be consistent w the values and culture of the comm. they serve.
2. treat individuals w dignity and respect
3. individuals within organization are free to take risk /develop using own creativity
4. resources are provided
5. change often only according to need
6. morale increases when there is cont. interaction among members of group, and share common values ,goals, and obj.
7. behvior of employee reflects the value of organization
8. assist members in supportive quality instruc. prac.
9. organized structur that allows for formal and informal interaction
10. reflection is imp. part of school improv. plans

organizational view of effective schools

EFFECTIVE SCHOOLS HAD...

*based upon a great deal of qualitative research and the effectiveness is based on the measurement of student success. Effective schools had...

1. agreement on instructional goals
2. importance of principal as leader
3. strong beliefs about teaching and learning
4. teachers are role models
5. ceremonies, traditions, rituals centered on events such as arrival in the morning, the first day of school
6. order without rigidity, accountability without oppression
7. teachers involved in technical decision making

potters-molding a new teacher

poets-sing and write the song-wear the school colors with pride

Look at school with possibilities, not what is actually there, and work toward creating a vision of what can be.