EPEL 7500 Human Resource Management and School Operations Summer 2009 Nancy Sharpe Strawbridge, Ed.D.

FYI—our online site: wikispaces.com/ wikispaces.com/

What do we know for sure about what works in schools? What are the implications for Human Resources? for organizational planning?

HR & Organizational Theories Organizational theories Organizational theories Schools as learning communities; organizational learning Schools as learning communities; organizational learning School based management (SBM); school based decision making (SBDM) School based management (SBM); school based decision making (SBDM) Transcendental leadership Transcendental leadership Bolman & Deal’s Frames Bolman & Deal’s Frames

Schools as Learning Communities Dufour & Eaker Dufour & Eaker Senge (systems thinking) Senge (systems thinking) Jim Collins (Good to Great in the Social Sector) Jim Collins (Good to Great in the Social Sector)

School Based Management (SBM) Site Based Decision Making (SBDM) Priscilla Wohlstetter Priscilla Wohlstetter Murphy & Beck Murphy & Beck KERA, 1990 KERA, 1990 What about School Councils in Georgia? What about School Councils in Georgia?

Transcendental Leadership (Rebore) Human resource functions take place in a very complex arena. Human resource functions take place in a very complex arena. Human resource leaders have very little job security. Human resource leaders have very little job security. Functions of governance and administration can complicate human resource functions tremendously. Functions of governance and administration can complicate human resource functions tremendously.

Bolman & Deal’s Four Frames Factories (structural) Factories (structural) Families (human resource) Families (human resource) Jungles (political) Jungles (political) Temples (symbolic) Temples (symbolic)

Organizing Groups and Teams (Bolman & Deal) What is the nature of individuals’ dealings with each other? What is the nature of individuals’ dealings with each other? What is the spatial distribution of the members? What is the spatial distribution of the members? Where is the authority in the group? Where is the authority in the group? How will the group function? How will the group function?

High performing teams... Shape purpose in response to demand and opportunity Shape purpose in response to demand and opportunity Translate common purpose into specific, measurable performance goals Translate common purpose into specific, measurable performance goals Are of manageable size Are of manageable size Have (or develop) the right mix of expertise Have (or develop) the right mix of expertise

Develop a common commitment to working relationships Develop a common commitment to working relationships Hold themselves collectively accountable Hold themselves collectively accountable Manage themselves Manage themselves What to do... When, where to work? What to do... When, where to work? Have the autonomy to make decisions Have the autonomy to make decisions Take action to remedy problems. Take action to remedy problems.

People and organizations (individual v. group) Research began with Mary Parker Follett in 1918 Research began with Mary Parker Follett in 1918 Organizations exist to serve people and not the other way around. Organizations exist to serve people and not the other way around. The “fit” between individual and organizations need to be a good one. The “fit” between individual and organizations need to be a good one.

Organizations ask, “What can this person do for us? How can we retain this person?” Organizations ask, “What can this person do for us? How can we retain this person?” Workers as, “How will this job fit my needs?” Workers as, “How will this job fit my needs?”

Standards for School Leadership 8 Roles of School Leaders (GLISI)* 8 Roles of School Leaders (GLISI)* Curriculum, Assessment & Instruction Curriculum, Assessment & Instruction Data Analysis Data Analysis Process Improvement Process Improvement Learning and Performance Development Learning and Performance Development Relationships Relationships Performance Performance Operations Operations Change Change *based on the ISLLC standards

Standards for School Leadership Guiding standards for Human Resource functions (from GLISI 8 Roles) Guiding standards for Human Resource functions (from GLISI 8 Roles) Data analysis Data analysis Demonstrates the ability to lead teams in analyzing multiple data sources to identify needs, symptoms and root causes Demonstrates the ability to lead teams in analyzing multiple data sources to identify needs, symptoms and root causes Learning and performance Learning and performance Demonstrates the ability to plan for improved performance; assist individuals in using strengths to attain personal and organizational goals; creating a collaborative teaching and learning organization Demonstrates the ability to plan for improved performance; assist individuals in using strengths to attain personal and organizational goals; creating a collaborative teaching and learning organization

Relationships Relationships Demonstrates the ability to develop and maintain relationships among a variety of stakeholders Demonstrates the ability to develop and maintain relationships among a variety of stakeholders Operations Operations Demonstrates the ability to effectively and efficiently organize resources to support students Demonstrates the ability to effectively and efficiently organize resources to support students Change Change Demonstrates the ability to drive and sustain change in a collegial environment focused on student achievement and well-being Demonstrates the ability to drive and sustain change in a collegial environment focused on student achievement and well-being