Hazel Demarco's Case As An Example Of What Many Educational Institutions Experience Under New Leadership

According to Michael Fullan (2016) in his book, The New Meaning of Educational Change, successful organizations that demonstrate change followed principled concepts of change. The reason for their success if that there is tangible proof of alignment in keeping components of actions. Fullan (2016) stated that successful change incorporates five factors. In this essay, three of the five factors will be discussed and an example of an organization using components of the change be revealed. Often when organization shave to go through the process of change it means either they have gone through change to repair broken areas or they are going through change as a reflective exercise before embarking on a larger scope of practice perhaps to expand into new growth within their organization. In either course, the larger concern is that organizations must embrace change and engage in meaningful constructed ways to promote the best growth with the fewest steps to reach accomplishment. A key decision factor to change is whether an organize will change because they adopt a model and see a better way or whether they want to save their resources. Fullan (2016) suggested that the reason for the change is largely to work is because, the organizations, “Define closing the gap as the overarching goal,” “Assume that lack of capacity is the initial problem and then work on it continuously,” and “Stay the course through continuity of good direction by leveraging leadership,” (Fullan, 2016,

One of the major components that influence change in organizations is communication during the change process. Denning’s (2005) provided an example of how one major merger failed based on how it was communicated. For change to have an opportunity to succeed at Central Valley College, the university needs a trusted individual that Lewis (2011) described as a connector who can bridge the gap between the stakeholders and someone who is able to navigate diverse social

Bolaman and Deal’s, breakdown using the four frame give an in-depth look at maneuvering strategically as a new or seasoned leader to get things accomplished with little discomfort as possible. After reading, “Reframing the Path to School Leadership” and reflecting back on the dynamics of the school where I am employed it is clear what roles my colleagues play in leadership. Whether it is the Political Frame where most teachers reside due to their longevity in the building or the Human Resource Frame due to the comfort level that seem to envelops the level of commitment that is imposed; or the Symbolic Frame which composes the historians of school.

Roanoke Valley Governor’s School is known for its Project Forum. Students can work independently on creating a research study project that has a great potential for changing the world. Two subjects I am passionate about are improving the environment and finding the most efficient way to learn. My two ideas for Project Forum involve making a more friendly car for the environment and finding what type of note taking students learn the best from.

According to DuBrin, the United States is much less acceptant of power and authority. This is much different to India and China where acceptance of power in engrained into the culture. Understanding this cultural acceptance helps the leader exercising power carefully in the context of a specific situation. This essay will analyze the leader and work environment at the Crested Butte Community School and will map out the playing field for power and politics with this organization.

In the book, The Moral Imperative of School Leadership, the author, Michael Fullan, discusses how a school ran with moral imperative will benefit everyone involved. Fullan summarizes how principals who share the leadership role and work collectively with others find success. He lays out the ways to change the context of your campus, defines some barriers of school leadership, and how to make a difference at the individual level and at the school level. He also discusses how to make a difference beyond your campus, expanding to regionally and society. Lastly he demonstrates how a new direction and new context require the individual and system to work together towards successfully changing the culture of your campus.

After watching the film about the principals who ran schools in Chicago and Springfield, I truly felt uplifted. There was much sacrifice, tears, and years of developing all aspects of their school systems. However, knowing that the end result of the two principal’s work secured the future of the schools they touch, I felt very proud and happy for their dedication to the future society. Without people like them, the American education system is doomed to fail.

The position of dean is more of a leadership than management position. The position requires elements of both, but the dean seems to chiefly focus on his role as a leader. Dr. Winistorfer recognizes his opportunity and potential to impact the college and deliberately works to grow and develop as a leader. The dean described participating in an ‘expensive leadership workshop’ out of his own desire. And at the workshop, other attendees questioned the relevance of his participation, but the dean had no uncertainty regarding the applicability to his position. To cut down his managerial duties, the dean systematically structured his office, so he can direct most of his attention toward leadership. This is most evident when analyzing his presentation

Tatum High School administrators should definitely have the authority to stop inappropriate behavior in students. Students have social media and it has become a big deal but it is used mostly to invade another student’s privacy and stalking. Some social media that the students use is used inappropriately and becomes cyberbullying. Teachers can stop these events from occurring again in the future by punishing and even expelling

Mark Edmundson’s New York Times piece, Bennington Means Business, provides an alumnus’ narration of the overhaul of Bennington College in 1994. The piece also provides an ideal model of an organization in change, which elucidates the undercurrents of educational leadership theory that commonly materialize in more nuanced and less pronounced ways. First, attention will be paid to the symbolism of Bennington College, particularly as chronicled by Edmundson. Then, the natural selection view of organizations will be discussed in relation to Bennington’s decline. The intercession of Liz Coleman highlights themes of the political frame, organizational structure, and leadership styles to be analyzed further and

The purpose of this memo is to advise the class and Professor Vespucci the need to address an immediate action against Northwest High School Principal, Susan Carson for an attempt to violate HRM management, by trying to “reach out and touch” the user's email activity without their knowledge. The emails Principal Carson furthermore wants to review also should not be made available to her as this activity would be a breach of trust. As in order to develop an enhanced understanding around clarifying organizational roles, it is essential to one’s own duty to know when it is necessary to draw a line in between implementation of policies, and violating HRM’s rights by giving a justification of proper enactment of policies. Principal Carson, however, has not obliged by any of it rather made an attempt to justify her course of action. That is why it is essential to clarify one's organizational role and how not to violate the policies for the sake of productivity of an organization.

I am going to provide you with some of my own personal analysis Change is difficult for everyone, but perhaps more difficult for directors and other nonprofit organizations. The role of culture in a mission-driven organization can often be a barrier to change. This case uses a unique educational institution, St. Martin DePorres School Cristo Rey network, to illustrate the importance of culture in development? In carrying out the change. It shows how leaders can articulate a vision and create a strategy to change an organization and move towards success. The case focuses on the management team of Mike Odiotti director and deputy director Judy Seiberlich used and how cultural change as a key factor in academic success. This success was defined

Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.

Immediately within the first introductory chapter of Northouse’s (2016) Leadership: Theory and Practice, I learned that I have been exhibiting management traits rather than leadership traits. I have exhibited functions of planning, organizing, accomplishing activities, mastering routines, and orderliness (Northouse, 2016). I feel this has been my distinct, vital role as Assistant Director of Residential Operations & Planning. But as I have developed over the years, I am now ready to enter this leadership role and begin to master skills such as producing change, creating vision, creative thinking, and motivating intrinsically (Northouse, 2016).

In the “New Vice President” case study, Mid-West University faced a hiring freeze and leadership dilemmas. With the change in executive positions, Jennifer Treeholm, Associate Vice President for Academic Affairs, acquired the new vice president role. At first glance, she was the perfect candidate. Jennifer dedicated her career to improve the overall culture and mission, and she was familiar with the vice president’s duties. Although Jennifer was highly qualified, her previous relations with the staff rendered her ability to lead and make decisions effectively. As a result the college faced stagnant progress from delayed solutions and preventative measures. Thus, the staff began to doubt her abilities as a leader, which caused the previous employee structure to weaken.