Clinical Field Experience A Shaping Cultue interview

.docx

School

Grand Canyon University *

*We aren’t endorsed by this school

Course

513

Subject

Communications

Date

Feb 20, 2024

Type

docx

Pages

Uploaded by cblack114734

Clinical Field Experience A: Shaping School Culture Interview and Observation Chesia Branyon Grand Canyon University College of Education EAD 513: Shaping School Culture Theresa Myers 1/25/2023

I had the opportunity to conduct interviews with two teachers and a principal mentor for this project. These interviews were really illuminating in addition to going smoothly. The school's goal and vision are already established, but the discussion with all parties concerned reinforced their intention to stay on the present course. Several sorts of presently implemented programs as well as potential future programs and strategies for their overall plan were reviewed in the same way that different tactics had been. Although the school is often criticized for being a low-performing institution, the present management has a firm grip on the needs and culture of the institution. According to this elementary school's goal and vision, " Our vision is to be premier, innovative school system where each and every student graduates and is fully prepared for life and career success. " Our mission is “ to create and support a culture of high expectations for each and every student to achieve personal, academic and career excellence. ( District Profile / Mission, vision, beliefs ). ” Students are given access to a extracurricular activities like robotics, math club, and STEM. They also have chances for social and intellectual development. Building strong ties between school and home is something we are looking forward to. Learning is improved by a collaborative effort between students, parents, and teachers. Develop a school's educational purpose to advance each student's academic performance and well-being, according to PSEL Standard 1 Substandards a) and d), and strategically create, carry out, and assess activities to realize the school's vision. By aiming to make sure that academic triumphs are equally vital to the overall development of a kid at this school, both of these components of standard1 are in line with the objective and vision of the whole site. Teamwork and compromise among the stakeholders are credited with implementing this site's features in all of its aspects. When a decision will have a significant impact on everyone at the school, not just one particular group, the administration will strongly rely on the school site council. Having solid relationships with the stakeholders engaged in the site choices is essential in every circumstance, as is communication. Within the stakeholder group, there are a variety of autonomous scenarios that might arise, but the consensus is the compromise that sticks to the following actions. My future leadership will take into account all of the PSEL requirements for a variety of factors. In order to ensure that each criterion is met, particularly standard 1, I will be watching out that "Effective educational leaders establish, advocate for, and implement a common purpose, vision, and core values of high-quality education and academic achievement and well-being of each student” ( Professional standards for educational leaders 2015). To not only have a vision but also to carry it out requires this to be done. Since we can utilize this as one or more of our fundamental values to guide us during our tenure and beyond, it will be helpful for us in our leadership responsibilities.

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