1. Chapter 7 HUMAN RESOURCE MANAGEMENT AND SUPERVISION

2. 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)

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

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

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

6. 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

7. 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

8. 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

9. 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

10. 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

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

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

13. 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

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