Chapter 7 HUMAN RESOURCE MANAGEMENT AND SUPERVISION.

Slides:

Advertisements

Similar presentations

What is Pay & Performance?

Advertisements

Training and Development Current or future skills By Em And Charli.

TEN TOP THINGS EVERY INSTRUCTIONAL LEADER SHOULD KNOW.

An Introduction to the HR Council’s HR Management Standards for Nonprofits Module 2 Standard Area 2: Getting the Right People.

University of Central Missouri College of Education Office of Clinical Services and Certification.

Co-Teaching as Best Practice in Student Teaching Conclusion 1.

Responsibilities of the Supervisor While supervisory responsibilities may vary from one program area to another, the following duties are typical among.

UCLA Student Affairs Performance Management Program (PMP)

Professional Behaviour

Campus Staffing Changes Positions to be deleted from CNA/CIP  Title I, Title II, SCE  Academic Deans (211)  Administrative Assistants.

EFFECTIVE DELEGATION AND SUPERVISION

Performance management guidance

Laboratory Personnel Dr/Ehsan Moahmen Rizk.

STAFF APPRAISAL PROGRAMS

TH EDITION CHAPTER 17 MANAGEMENT OF THE SALES FORCE Manning and Reece.

Management, Supervision, and Decision Making

Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e © 2013, 2009, 2005, 2001 Pearson Education, Inc. All.

Providing Orientation and Training

Delmar Learning Copyright © 2003 Delmar Learning, a Thomson Learning company Nursing Leadership & Management Patricia Kelly-Heidenthal

Roles and Responsibilities of School Principals

Professional Development Programs

Teacher Assistant Guidelines Student Services 2009.

Teachers directing the work of paraprofessionals

Assisting Students with Disabilities: A Training Program

E-VALUE Evaluating: Vision Ability Leadership Uniformity Excellence Training and Evaluation Guide Miami-Dade County Public Schools Office of Human Capital.

PROGRAMS MONITORING AND SUPERVISION

Introduction Research indicates benefits to companies who establish effective worker safety and health programs: –Reduction in the extent and severity.

Association for the Improvement of Minorities-IRS Career Assistance Mentoring Program – CAMP 2011 C.A.M.P. ORIENTATION March 25, 2011.

Dynamics of Leadership

©2013 Cengage Learning. All Rights Reserved. Business Management, 13e Management, Supervision, and Decision Making Increasing Management Effectiveness.

Staff Performance Evaluation Process

Training and Development Specialists Copyright Texas Education Agency (TEA) 1.

© 2011 Delmar, Cengage Learning Part II Organizational Perspectives Chapter 4 Foundations of Police Organization.

NCATE Standard 3: Field Experiences & Clinical Practice Monica Y. Minor, NCATE Jeri A. Carroll, BOE Chair Professor, Wichita State University.

1 Kingsley Karunaratne, Department of Accounting, University of Sri Jayewardenepura, Colombo - Sri Lanka Practice Management.

First Impressions and an Ethical Foundation

Introduction Research indicates benefits to companies who establish effective worker safety and health programs: –Reduction in the extent and severity.

Module 2, Transparency #1 Assisting Students with Disabilities: A Training Program Module 2: Effective Supervision of Paraeducators.

Planning Planning Management Decision-making & Strategy Management Decision-making & Strategy Staffing Staffing Directing Directing Controlling Controlling.

Performance Consulting EDER Instructor: Tony Roithmayr Introducing Blended Learning into Higher Education Rosalie Pedersen, Kenneth Kim, Elaine.

Transitioning from Pervious Position to Supervisor New Jersey’s Professional Center Training Academy.

Chapter 19 Perspectives on Diversity and Ethical Behavior.

1 Performance Management and Appraisal Chapter 9.

ANNOOR ISLAMIC SCHOOL AdvancEd Survey PURPOSE AND DIRECTION.

Chapter 14 Providing for Personal and Professional Staff Development ©2013 Cengage Learning. All Rights Reserved.

Accreditation (AdvancED) STANDARD #2: GOVERNANCE & LEADERSHIP

1. 2 »Requires following laws and proper procedures »Requires people with strong human relation and communication skills »Responsibilities include: –maintaining.

Planning Next Year’s Staff Development Beryl Johnson Director of Staff Development City of Sacramento ~ Sacramento START Beryl Johnson Director of Staff.

MGT 450 – Spring, 2016 Class 4 – Chapter 3 Effective Leadership Behavior.

About District Accreditation Mrs. Sanchez & Mrs. Bethell Rickards Middle School

Kingsley Karunaratne, Department of Accounting, University of Sri Jayewardenepura Colombo – Sri Lanka, Practice Management Quality.

Accreditation (AdvancED) STANDARD #4: RESOURCES & SUPPORT SYSTEMS

HUMAN RESOURCE MANAGEMENT CHAPTER 7. HUMAN RESOURCE MANAGEMENT The definition of HRM is the process of accomplishing organizational objectives by finding,

SpEd 417/517 Families and Collaboration. Collaboration Issues Defining collaboration M utual goals Recognition/sharing of expertise Team equality Shared.

I II III IV L EADERS R OLES Roles & Responsibilities.

Selecting, Reviewing, and Supporting the Administrator Governing Board Online Training Module.

© PeopleAdvantage 2013 All Rights Reserved We will Show You How to Easily Conduct Effective Performance Appraisals LCSA Conference 2013.

School practice Dragica Trivic. FINDINGS AND RECOMMENDATIONS FROM TEMPUS MASTS CONFERENCE in Novi Sad Practice should be seen as an integral part of the.

Amendments to the District ESE Policy and Procedures that outline Virtual education guidelines appear in blue. "The noblest pleasure is the joy of understanding."

EFFECTIVE DELEGATION AND SUPERVISION

District Supervisor In-Service University of Central Missouri College of Education Office of Clinical Services and Certification.

Session 2. Motivation Theories 1(6) A) Three needs theory – McClelland (1961, 1975) suggests there are 3 motivating needs: need for achievement need.

Coaching and Supervision:

First Impressions and an Ethical Foundation

Prepared by: Miss Samah Ishtieh

ChApter 2: Program Organization and Management

Performance Management Training

Performance Management and Appraisal

Presentation transcript:

Chapter 7 HUMAN RESOURCE MANAGEMENT AND SUPERVISION

PERSONNEL POLICIES POLICIES IN WRITING CONTAINED IN HANDBOOK/MANUAL SOUND AND UP-TO-DATE CONSISTENT WITH PRINCIPLES OF MANAGEMENT THEORY DEVELOPED THROUGH CONSULTATION REVIEWED/UPDATED REGULARLY (AT LEAST ANNUALLY)

PRINCIPLES OF SUPERVISION COOPERATION AND TRUST INDIVIDUAL AS MEMBER OF AN ORGANIZATION FINAL AUTHORITY STAFF MORALE

FACTORS FOR MORALE LEADERSHIP PHYSICAL AND SOCIAL ENVIRONMENT OPPORTUNITIES FOR ADVANCEMENT RECOGNITION OF SERVICE INDIVIDUAL DIFFERENCES DIFFERENTIATED STAFFING

PERSONNEL SELECTION AND DEVELOPMENT SELECT QUALIFIED PERSONNEL PROVIDE ORIENTATION MENTOR PROVIDE PRE-SERVICE AND IN- SERVICE TRAINING PROVIDE OPPORTUNITIES FOR STAFF DEVELOPMENT

GUIDELINES FOR STAFF RECRUITMENT / SELECTION PREPARE JOB DESCRIPTION COMPLY WITH EQUAL OPPORTUNITY EMPLOYMENT ACT (1972) ANNOUNCE/ADVERTISE VACANCY REQUIRE JOB APPLICATIONS AND APPROPRIATE DOCUMENTATION STANDARDIZE INTERVIEW QUESTIONS

SUPERVISION QUALITIES OF LEADERSHIP –ADAPTS LEADERSHIP TO SITUATION (HERSEY & BLANCHARD, 1993) –KNOWLEDGEABLE OF LITERATURE ON MANAGEMENT (CASE, 1984) –UNDERSTANDS HUMAN MOTIVATIONS –COMMUNICATES WELL –WILLING TO ACCEPT RESPONSIBILITY

GROUP DYNAMICS UNDERSTANDING THE NATURE & ROLE OF GROUPS / GROUP INTERACTIONS GROUP EFFECTIVENESS (SHAW, 1971) –GROUP PERFORMANCE INCREASES MOTIVATION OVER INDIVIDUAL PERFORMANCE –BETTER SOLUTIONS THAN INDIVIDUALLY –LEARN FASTER THAN INDIVIDUALLY –MORE NEW & DIFFERENT IDEAS COME FROM GROUPS THAN INDIVIDUALLY

WORKING RELATIONSHIPS SUPERVISORS SHOULD: UNDERSTAND HUMAN NATURE UNDERSTAND THEIR OWN BEHAVIOR EXERCISE AUTHORITY WISELY COMMUNICATE EFFECTIVELY PROVIDE LEADERSHIP PROVIDE CLEAR-CUT PROCEDURES PLAN MEANINGFUL MEETINGS SHOW NO FAVORITISM

WORKING RELATIONSHIPS STAFF MEMBERS SHOULD: TAKE AN INTEREST IN SUPERVISION PERFORM INDIVIDUAL DUTIES AND RESPONSIBILITIES EFFICIENTLY PROMPTLY COMPLETE ASSIGNMENTS DEMONSTRATE LOYALTY OBSERVE PROPER PROTOCOL BE PROFESSIONAL

EVALUATION OF PERSONNEL EVALUATION SHOULD: INCLUDE STAFF MEMBERS CENTER ON PERFORMANCE HELP STAFF MEMBERS IMPROVE FOCUS ON THE FUTURE BE WELL ORGANIZED

METHODS OF EVALUATION OBSERVATIONS OF TEACHER/COACH MONITOR STUDENT PROGRESS RATINGS AND CHECKLISTS ACCOUNTABILITY STUDENT EVALUATIONS SELF-EVALUATION INDEPENDENT EVALUATORS

EVALUATING PROSPECTIVE TEACHER AND COACH COMPREHENSIVE TESTING OF GENERAL AND SPECIFIC MASTERY PERFORMANCE TESTING BASED ON TEACHING TASK ANALYSIS PERFORMANCE ON TEACHING OR COACHING INTERNSHIP/PRACTICUM

SPECIAL PERSONNEL PROBLEMS TEACHER BURNOUT STRESS MANAGEMENT EXCLUSIVE REPRESENTATION/UNIONS AFFIRMATIVE ACTION USE OF NONCERTIFIED PERSONNEL GRIEVANCE AND DUE PROCESS