chapter 14 one last time: a review of the school as a social system mcgraw-hill/irwin © 2013...
TRANSCRIPT
Chapter 14
One Last Time: a Review of the School as a Social
System
McGraw-Hill/Irwin © 2013 McGraw-Hill Companies. All Rights Reserved.
W. K. Hoy © 2003, 2008, 2011
14-2
Social System Model for Schools
W. K. Hoy © 2003, 2008, 2011
TransformationTransformation Process Process
Structural System(Bureaucratic Expectations)(Bureaucratic Expectations)
CulturalCulturalSystemSystem(Shared(Shared
Orientations)Orientations)
PoliticalSystem(Power
Relations)
Individual System((Cognition and Motivation)
Learn
ing
Learning Teach
ing
Teaching
OutputsOutputsInputsInputs
Environmenta
l constraints
Human and
capital
resources
Mission and
board policy
Materials and
methods
Achievement
Job satisfaction
Absenteeism
Dropout rate
Overall quality
Discrepancy between Actual and Expected
Performance
EnvironmentEnvironment
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Internal Elements of School Social System
• Structure and Authority• Individuals and Motivation• Culture and Climate• Power and Politics• Teaching and Learning
W. K. Hoy © 2003, 2008, 2011
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External Environments of School Social System
• Legislative Forces• Economic Forces• Political Forces• Resources• Institutions• Community Agencies
W. K. Hoy © 2003, 2008, 2011
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School Effectiveness
• Academic Achievement• Student Social Emotional Development• Teacher Satisfaction• Ability to Adapt and Innovate• Subjective and Objective Measures• Harmonious and Efficient Operation• Effectiveness is the congruence between the
desired and actual performance of organization.
W. K. Hoy © 2003, 2008, 2011
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Key Processes of the School Social System
• Deciding• Empowering• Communicating• Leading
W. K. Hoy © 2003, 2008, 2011
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Major Organizational Dilemmas
• A an organizational dilemma occurs when when the organization is forced to make choices between two alternatives both of which are desirable, but the selection of one alternative undermines the other.
• Organizational dilemmas are unsolvable and call for coping and balancing strategies.
• Organizations dilemmas are endemic to organizations, but they often serve as the impetus for change.
Organizational Dilemmas• Coordination and Communication• Bureaucratic Discipline and Professional Expertise• Administrative Planning and Individual Initiative• Learning as Behavior and Cognition• Order and Freedom
W. K. Hoy © 2003, 2008, 2011
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Leadership Dilemmas
Leaders are confronted with dilemma of order and freedom.
• Leaders must integrate the faces of order—control, consistency, unity, planning, coordination, integration, and stability—while encouraging the faces of freedom—ambiguity, autonomy, diversity, spontaneity, communication, specialization, and change.
• Order creates a world of rules, plans, purpose, and coordinated action.
• Freedom fashions a world of imagination, innovation, creativity, vision, dreams, and hope.
• Effective leaders find a way to preserve the benefits of each and avoid the pitfalls of both.
W. K. Hoy © 2003, 2008, 2011
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Practical Imperatives• Use multiple perspectives to frame school challenges: Framing a problem is often the key to its
solution. • Harness administration to teaching and learning: Teaching and learning is what schools are
about.• Apply behavioral, cognitive, and constructivist perspectives appropriately to match learning
objectives, activities, and outcomes: There is no one best way to either learn or teach.• Develop enabling school structures and processes: They facilitate rather hinder teaching and
learning.• Move from bureaucratic to professional control: Teacher judgment should eventually
substitute for administrative control.• The informal organization is the source of ingenious solutions: Exhaust informal options in
solving problems before resorting the formal procedures.• Build trust and foster authenticity and openness in behavior: Trust is pivotal to success in
schools.• Support teacher motivation by developing teacher self-efficacy, realistic goals, persistence,
resilience, and constructive feedback: Together they provide potent motivation.• Become politically savvy to the reality of organizational politics: Politics is a fact of
organizational life—be a skillful player.• Build a culture academic optimism anchored in trust, efficacy, and academic emphasis: Such
optimism improves achievement for all students. W. K. Hoy © 2003, 2008, 2011
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Practical Imperatives• Use environmental resources to the benefit the school: There is a mother load of talent in the
environment.• Monitor the effectiveness of the school in terms of standardized tests scores, value-added
achievement, and social emotional development of students: All are important indicators of effectiveness.
• Use satisficing models to make decisions: Optimizing is impossible.• Strike a balance between decisive action and reflective analysis: Lean toward action.• Bring rationality, consistency, and flexibility to your decisions: Situations change and so should
decisions.• Empower teachers to make decisions when they have expertise, interest, and can be trusted to
make a decision in the best interests of the school: Teachers provide a creative source for problem solving.
• Follow oral communications with written summaries of understanding: Clarity and redundancy avoid misunderstandings.
• Know your leadership style and be flexible: There is no one best way to lead.• Be inspirational, intellectual, idealistic, and tailor you leadership to your subordinates:
Transformative change requires it.• Find the appropriate balance for the basic administrative dilemmas of coordination and
communication, bureaucratic discipline and professional expertise, and administrative planning and individual initiative, and learning as behavior and cognition: Dilemmas have no final solutions only balanced actions.
W. K. Hoy © 2003, 2008, 2011