I think the whole issue of motivation fits with ISLLC Standard 1, the development, articulation, implementation and sheperding of a vision. The new theory of motivation - what is rewarding gets done, done well and without micro-management - lends itself well to the principal who must motivate staff, students and community to adopt and build upon his/her vision.
I tend to agree that this chapter fits well with the ISLLC standard 1 b/c of the vision administrators portray through realizing the need for change from the traditional theories to the more culturally tight and less mangagerial. The different techniques such as planning, motivating, and more community involvement include a vision as a whole from the central office-principal-teachers-student-parents-community. The chapter also tends to go with standard 2 which involves the planning and strategies of instructional practices and the school's culture through this new theories to get away from some of the traditional methods that seem to not work as well. Israel Easter
I would have to agree with both Kim and Iseral. I think that this chapter fits in very well with the ISLLC standards. Especially developing a vision and fostering it. It describes how traditional education practices are and how the alternative practices can be applied. If you compare the two it is incomparable the number of improvements and how much more the ISLLC standards are being covered compared to the traditional way of doing things. If you want a school to thrive in a learning environment where everyone is will to put forth their best effort, this chapter describes the way to begin that process. Standard 2 and 3 are also covered extensively in this chapter. It describes what can make students more successful from the top down to the kids. The ability to work in a loosely structured environment describes a school very well. The six basic principles of organizing also are a great point to be a great school leader; they cover over the ISLLC very well. Jason Morris
I agree with the first 3 posts. This chapter fits well with the ISLLC standards. The chapter shows us how leadership has advanced to fit the ISLCC standards better. The vision of the principal has taken the traditional rules to a new level with alternative approaches. The alternative approaches are placing a positive impact on the ISLCC standards while ecspecially concentrating on school culture and new management techniques.
I believe that this chapter and the information on a new theory fits in well with the ISLLC standards. The first thing it discusses is management (ISLLC 3)and how to manage the organization in a way the promotes teacher and student commitment and success. It also addresses ways to manage the operations (how to strategically plan, fit people in to the improvement process, and getting and maintaining compliance).It addresses how a leader should act ethically through discusses the ways to get compliance, (ISLLC 5), and anyone with morals is going to see which ways are more ethically and show integreity. The issue of strategic planning and how to implement new people addresses ISLLC 2.4. And I believe throughout the chapter, the idea was to get leaders thinking about the "big picture" (ISLLC 6) and how they wanted to achieve it (vision - ISLLC 1). In order to accomplish these tasks, as with any public organization, the principal would eventually need the support and resources of the community to succeed(ISLLC 4), so I believe that is an undertone in all issues related to the school system. So as you can see, I believe the ISLLC standards are at the forefront of any changes in the the theories associated with principalship.
I think the "new theory and school organization" section fits well with ISLCC standards 1-3. Standard one is concerned with the creating and maintaining a vision. The new theory of management is in itself a vision worth of being promoted. Standard 2 is concerned with promoting a positive school culture - cooperation, empowerment and meaningfulness are all likely to promote a positive school culture. Standard 2 is also about instruction and student learning - if teachers feel like they are empowered and their work is meaningful, student learning has to improve. Standard 3 is about promoting an efficient and effective learning environment. The new theory and all the basic principles around which to create an organization are perfect for efficiency and effectiveness.
The new theory discussed in Chapter 4 does align with the ISLLC standards well. I'll sound like a broken record but it does fit best with ISLLC standard number 1. The alternatives to the traditional rules are about developing a vision that is shared and owned by the entire school. ISSLC standard number 2 also fits well with this chapter. The alternatives talk about leading and not just managing the school, doing so will create a school culture that is conducive to learning. -- Jennifer Campbell
I agree with what everyone has said about motivation and vision. I'd also like to add that I believe standard 5 comes into play here. When the author talks about "getting people to face their problems and solve them, and leadership is an investment in others, and successful leadership creates people who need their leader less" this all involves teachers trusting their principal. He or she must act fairly, ethically, and with integrity to carry out the moral process of leadership. It is the ethical person that develops a large following.
I also agree on how this chapter correlates well with the ISSLC standards. As the chapter starts out like everyone has said standards 1 and 2 are easliy seen. Also, angie mentioned standard 5 and that is vital. When new values and visions are placed on the table people definitly need a leader who they trust, before anything can be accomplished. Adopting new methods takes a huge level of trust to know the principal isn't going to leave you hanging out to dry when misunderstandings and problems arise.
As we all agree, the chapter is aligned with the ISLLC standards. In creating a vision and implementing that vision school employees know what is expected and their responsibilities that lie ahead of them. Management (standard 3) is also a vital role as mentioned above in the school system. Successful management helps the school atmosphere seem more at ease.
I, like so many others, believe that the New Theory and School Organization align with ISLLC number 1. Administrators, while focusing on their visions for their respective schools, can deal better in a nonlinear world when taking the new management approach. There is nothing simple about either management theory, but when dealing with complex behaviors and complex ideas, principals need to be able to perform effectively while enhancing teaching and increasing learning. In order to manage effectively, organization must be a priority. The school’s vision must be carried out from every angle, from community members all the way up the ladder. By creating cooperation and empowering staff, administers automatically shift responsibility and accountability onto the shoulders of those who find meaning in what they do. When this happens, good things happen as well – thereby aiding in the fulfillment of a vision. Movita Utt
The ISLLC standards go right along with this chapter. Leadership is very important to every school and the ISLCC standards. Developing a vision and implementing it, is vital to any school. Alternative practices are very important and vary from principal to principal. The alternative practices are important to the ISLCC standards, because they provide a positive stand on management strategies. Cory Hawks- Carroll County Cohort
I am in agreement with all the others that this chapter go along with the ISLLC standards, especially that of standard 1. In order to carry out a school's vision, various management techniques must be in place. Cooperation among faculty, the community, the students, and the administration should be present. When things run smoothly, good results occur. Samantha Reed
I believe that if we broke this chapter down we could align each ISSLC standard with parts of the chapter. However, I feel that it best fits standard 1,2,and 6. The first standard is mention in previous blogs several times as stnadard 2, but I feel that this chapter deals with the "swinging pendelumn" of education. And to stay current and to get the "big picture" I believe that administrators must take the new theory seriously and implement new aspects of leadership into their schools, so that they will keep improving.
I have to say I agree with all of the responses as well. It does seem to fit in with all of the standards. I think it also hits on standard 3 dealing with organization. It discusses ways schools are organized and how this increases their capacity to respond to problems. If a school is well organized and managed, things run more smoothly, teachers are more effective, and as a result student achievement is greater. Christy Sparks
I also agree with all the responses. This chapter seems to fit very well with all the standards. However, I think that standard 1 and standard 3 are hit the most throughout this chapter. A principal must first have a vision before he or she can do anything else. According the new school organization theory, good organization provides the administrative structures, arrangements, and cordinating mechanisms needed to facilitate teaching and learning.
Most definitely "New Theory and School Organization" aligns with ISLLC Standard #1 having a vision. By following the basic principles of organizing, an educational leader can maintain his focus on his vision for school improvement. The blogs above seem to be on target. The new theory tends to involve more of the people involved when it all comes down to the vision of the school.
This chapter seems to fit very well with the standards. I feel that the chapter concentrates mostly on standard 1. The standard 1 is very important. Because it includes the community, faculty, staff, and parents to make a school successful. An administrator needs to think of this standard in everything they do because it takes everyone in the school and surrouding the school to make it successful. Jamie Cain
Like everyone else, I agree the chapter fits Standards 1-3. The six basic principles of the New Theory and School Organization create a vision that can promote success of all students. By creating an atmosphere where students and staff feel more committed to the school,this New Theory provides a positive school culture, helpss with more effective instruction, and help with a comprehensive plan for staff as reference in Standard 2. Finally, the theory also allows school leaders manage organization, operations, and resources in a more effective way by changing the type of control.
I also agree that the ISLLC standards are represented in this chapter. I was able to find evidence to support each standard. A New Theory starts out by mentioning how good organization provides the key to a good school. An orgainized should involve all of the standards: visioning, school culture, management, safety, instructional program, and so on. Under Standard 3 can go the three categories of managing people: coercive, remunerative, and normative. For Standard 1, developing a vision, a principal can emphasize ends, ways, and means. Finally, all of the principles of organizing align with all of the standards. For example the principle of meaningfulness aligns with Standard 5 because if one acts with integrety, fairness, and in an ethical manner her job will have increased meaning. Shelly Goad
The ISLLC standards are designed to promote “the success of each student.” The principles that are suggested by the new theory of leadership, when implemented, will increase a schools chance of truly promoting “the success of each student.” Marlin Campbell
New Theory and School Organization aligns with ISLLC Standard #1 having a vision. The vision is important to having people get on board with what needs to be done. One must create a vision that can promote success of all students. Jacob Leonard
As the new theory incorporates the Principles of Cooperation, Empowerment, Responsibility, Accountability, and Meaningfulness; as mentioned already, several of the standards are addressed. The internal unity shows a commitmnet to the "vision" and carries into standards 2,3,and 4, and relates to the effectiveness of each. Rusty
I think it fits well with the ISLLC's. Motivation, promoting success for all students, safety, collaboration, community, and instructional standards all fall under standards 2, 3, and 4. But don't let us forget standard 1, it had to start from the commitment to the vision.
I agree that evidence of ISLLC Standards 1,2,3 are aligned with the New Theory and School Organizaation in Chapter 4. I felt it mostly dealt with how to handle the inside of the building (staff motivation, responsibility, cooperation) and not as much about the outside factors, as in Standard 4. The "Some Basic Principles of Organizing" list on page 104 in the 6th Edition relates to the school staff and not the community as a whole. M. Gillie
I feel the new theory of principalship is all about applying the ISSLC standards. It is much harder to apply the ISSLC standards that it would be to use traditional management theory. When applying the ISSLC standards we step back and consider the individual situation, persons involved, community, instruction and the big picture. Leading using the ISSLC standards takes more careful consideration that just following one set of guidelines for every situation. Misty Zyvoloski
The newest theory on principalship aligns itself quite nicely with ISLLC standard 1 while also showing signs of others mainly 2 and 3. It dealt with the issue of school improvement and articulation of different strategies that are clearly aimed at standard 1.
I think the whole issue of motivation fits with ISLLC Standard 1, the development, articulation, implementation and sheperding of a vision. The new theory of motivation - what is rewarding gets done, done well and without micro-management - lends itself well to the principal who must motivate staff, students and community to adopt and build upon his/her vision.
ReplyDeleteI tend to agree that this chapter fits well with the ISLLC standard 1 b/c of the vision administrators portray through realizing the need for change from the traditional theories to the more culturally tight and less mangagerial. The different techniques such as planning, motivating, and more community involvement include a vision as a whole from the central office-principal-teachers-student-parents-community. The chapter also tends to go with standard 2 which involves the planning and strategies of instructional practices and the school's culture through this new theories to get away from some of the traditional methods that seem to not work as well.
ReplyDeleteIsrael Easter
I would have to agree with both Kim and Iseral. I think that this chapter fits in very well with the ISLLC standards. Especially developing a vision and fostering it. It describes how traditional education practices are and how the alternative practices can be applied. If you compare the two it is incomparable the number of improvements and how much more the ISLLC standards are being covered compared to the traditional way of doing things. If you want a school to thrive in a learning environment where everyone is will to put forth their best effort, this chapter describes the way to begin that process.
ReplyDeleteStandard 2 and 3 are also covered extensively in this chapter. It describes what can make students more successful from the top down to the kids. The ability to work in a loosely structured environment describes a school very well. The six basic principles of organizing also are a great point to be a great school leader; they cover over the ISLLC very well.
Jason Morris
I agree with the first 3 posts. This chapter fits well with the ISLLC standards. The chapter shows us how leadership has advanced to fit the ISLCC standards better. The vision of the principal has taken the traditional rules to a new level with alternative approaches. The alternative approaches are placing a positive impact on the ISLCC standards while ecspecially concentrating on school culture and new management techniques.
ReplyDeleteI believe that this chapter and the information on a new theory fits in well with the ISLLC standards. The first thing it discusses is management (ISLLC 3)and how to manage the organization in a way the promotes teacher and student commitment and success. It also addresses ways to manage the operations (how to strategically plan, fit people in to the improvement process, and getting and maintaining compliance).It addresses how a leader should act ethically through discusses the ways to get compliance, (ISLLC 5), and anyone with morals is going to see which ways are more ethically and show integreity. The issue of strategic planning and how to implement new people addresses ISLLC 2.4. And I believe throughout the chapter, the idea was to get leaders thinking about the "big picture" (ISLLC 6) and how they wanted to achieve it (vision - ISLLC 1). In order to accomplish these tasks, as with any public organization, the principal would eventually need the support and resources of the community to succeed(ISLLC 4), so I believe that is an undertone in all issues related to the school system. So as you can see, I believe the ISLLC standards are at the forefront of any changes in the the theories associated with principalship.
ReplyDeleteI think the "new theory and school organization" section fits well with ISLCC standards 1-3. Standard one is concerned with the creating and maintaining a vision. The new theory of management is in itself a vision worth of being promoted. Standard 2 is concerned with promoting a positive school culture - cooperation, empowerment and meaningfulness are all likely to promote a positive school culture. Standard 2 is also about instruction and student learning - if teachers feel like they are empowered and their work is meaningful, student learning has to improve. Standard 3 is about promoting an efficient and effective learning environment. The new theory and all the basic principles around which to create an organization are perfect for efficiency and effectiveness.
ReplyDeleteThe new theory discussed in Chapter 4 does align with the ISLLC standards well. I'll sound like a broken record but it does fit best with ISLLC standard number 1. The alternatives to the traditional rules are about developing a vision that is shared and owned by the entire school. ISSLC standard number 2 also fits well with this chapter. The alternatives talk about leading and not just managing the school, doing so will create a school culture that is conducive to learning.
ReplyDelete-- Jennifer Campbell
I agree with what everyone has said about motivation and vision. I'd also like to add that I believe standard 5 comes into play here. When the author talks about "getting people to face their problems and solve them, and leadership is an investment in others, and successful leadership creates people who need their leader less" this all involves teachers trusting their principal. He or she must act fairly, ethically, and with integrity to carry out the moral process of leadership. It is the ethical person that develops a large following.
ReplyDeleteI also agree on how this chapter correlates well with the ISSLC standards. As the chapter starts out like everyone has said standards 1 and 2 are easliy seen. Also, angie mentioned standard 5 and that is vital. When new values and visions are placed on the table people definitly need a leader who they trust, before anything can be accomplished. Adopting new methods takes a huge level of trust to know the principal isn't going to leave you hanging out to dry when misunderstandings and problems arise.
ReplyDeletezack dotson carroll co-hort
As we all agree, the chapter is aligned with the ISLLC standards. In creating a vision and implementing that vision school employees know what is expected and their responsibilities that lie ahead of them. Management (standard 3) is also a vital role as mentioned above in the school system. Successful management helps the school atmosphere seem more at ease.
ReplyDeleteI, like so many others, believe that the New Theory and School Organization align with ISLLC number 1. Administrators, while focusing on their visions for their respective schools, can deal better in a nonlinear world when taking the new management approach. There is nothing simple about either management theory, but when dealing with complex behaviors and complex ideas, principals need to be able to perform effectively while enhancing teaching and increasing learning. In order to manage effectively, organization must be a priority. The school’s vision must be carried out from every angle, from community members all the way up the ladder. By creating cooperation and empowering staff, administers automatically shift responsibility and accountability onto the shoulders of those who find meaning in what they do. When this happens, good things happen as well – thereby aiding in the fulfillment of a vision. Movita Utt
ReplyDeleteThe ISLLC standards go right along with this chapter. Leadership is very important to every school and the ISLCC standards. Developing a vision and implementing it, is vital to any school. Alternative practices are very important and vary from principal to principal. The alternative practices are important to the ISLCC standards, because they provide a positive stand on management strategies.
ReplyDeleteCory Hawks- Carroll County Cohort
I am in agreement with all the others that this chapter go along with the ISLLC standards, especially that of standard 1. In order to carry out a school's vision, various management techniques must be in place. Cooperation among faculty, the community, the students, and the administration should be present. When things run smoothly, good results occur.
ReplyDeleteSamantha Reed
I believe that if we broke this chapter down we could align each ISSLC standard with parts of the chapter. However, I feel that it best fits standard 1,2,and 6. The first standard is mention in previous blogs several times as stnadard 2, but I feel that this chapter deals with the "swinging pendelumn" of education. And to stay current and to get the "big picture" I believe that administrators must take the new theory seriously and implement new aspects of leadership into their schools, so that they will keep improving.
ReplyDeleteShane Reed CC
I have to say I agree with all of the responses as well. It does seem to fit in with all of the standards. I think it also hits on standard 3 dealing with organization. It discusses ways schools are organized and how this increases their capacity to respond to problems. If a school is well organized and managed, things run more smoothly, teachers are more effective, and as a result student achievement is greater. Christy Sparks
ReplyDeleteI also agree with all the responses. This chapter seems to fit very well with all the standards. However, I think that standard 1 and standard 3 are hit the most throughout this chapter. A principal must first have a vision before he or she can do anything else.
ReplyDeleteAccording the new school organization theory, good organization provides the administrative structures, arrangements, and cordinating mechanisms needed to facilitate teaching and learning.
Most definitely "New Theory and School Organization" aligns with ISLLC Standard #1 having a vision. By following the basic principles of organizing, an educational leader can maintain his focus on his vision for school improvement. The blogs above seem to be on target. The new theory tends to involve more of the people involved when it all comes down to the vision of the school.
ReplyDeleteThis chapter seems to fit very well with the standards. I feel that the chapter concentrates mostly on standard 1. The standard 1 is very important. Because it includes the community, faculty, staff, and parents to make a school successful. An administrator needs to think of this standard in everything they do because it takes everyone in the school and surrouding the school to make it successful. Jamie Cain
ReplyDeleteLike everyone else, I agree the chapter fits Standards 1-3. The six basic principles of the New Theory and School Organization create a vision that can promote success of all students. By creating an atmosphere where students and staff feel more committed to the school,this New Theory provides a positive school culture, helpss with more effective instruction, and help with a comprehensive plan for staff as reference in Standard 2. Finally, the theory also allows school leaders manage organization, operations, and resources in a more effective way by changing the type of control.
ReplyDeleteI also agree that the ISLLC standards are represented in this chapter. I was able to find evidence to support each standard. A New Theory starts out by mentioning how good organization provides the key to a good school. An orgainized should involve all of the standards: visioning, school culture, management, safety, instructional program, and so on. Under Standard 3 can go the three categories of managing people: coercive, remunerative, and normative. For Standard 1, developing a vision, a principal can emphasize ends, ways, and means. Finally, all of the principles of organizing align with all of the standards. For example the principle of meaningfulness aligns with Standard 5 because if one acts with integrety, fairness, and in an ethical manner her job will have increased meaning.
ReplyDeleteShelly Goad
The ISLLC standards are designed to promote “the success of each student.” The principles that are suggested by the new theory of leadership, when implemented, will increase a schools chance of truly promoting “the success of each student.” Marlin Campbell
ReplyDeleteNew Theory and School Organization aligns with ISLLC Standard #1 having a vision. The vision is important to having people get on board with what needs to be done. One must create a vision that can promote success of all students.
ReplyDeleteJacob Leonard
As the new theory incorporates the Principles of Cooperation, Empowerment, Responsibility, Accountability, and Meaningfulness; as mentioned already, several of the standards are addressed. The internal unity shows a commitmnet to the
ReplyDelete"vision" and carries into standards 2,3,and 4, and relates to the effectiveness of each.
Rusty
I think it fits well with the ISLLC's. Motivation, promoting success for all students, safety, collaboration, community, and instructional standards all fall under standards 2, 3, and 4. But don't let us forget standard 1, it had to start from the commitment to the vision.
ReplyDeleteI agree that evidence of ISLLC Standards 1,2,3 are aligned with the New Theory and School Organizaation in Chapter 4. I felt it mostly dealt with how to handle the inside of the building (staff motivation, responsibility, cooperation) and not as much about the outside factors, as in Standard 4. The "Some Basic Principles of Organizing" list on page 104 in the 6th Edition relates to the school staff and not the community as a whole. M. Gillie
ReplyDeleteI feel the new theory of principalship is all about applying the ISSLC standards. It is much harder to apply the ISSLC standards that it would be to use traditional management theory. When applying the ISSLC standards we step back and consider the individual situation, persons involved, community, instruction and the big picture. Leading using the ISSLC standards takes more careful consideration that just following one set of guidelines for every situation. Misty Zyvoloski
ReplyDeleteThe newest theory on principalship aligns itself quite nicely with ISLLC standard 1 while also showing signs of others mainly 2 and 3. It dealt with the issue of school improvement and articulation of different strategies that are clearly aimed at standard 1.
ReplyDelete