For the purposes of this investigation, a school administrator "Celia" and principal, "Bob" from the same high school were interviewed. Both individuals held a Master's degree in education and both were seasoned veterans. At the time of the interview, Celia had been an administrator with the school for 5 years. She has been working in the field of education for more than 23 years. Bob, on the other hand, had been principal of the school for the last 9 years. He has been involved in education for more than 15 years.
[...] Professional Responsibility and Accountability With respect to the issues of professional responsibility and accountability, both Bob and Celia agree that in the context of the school, the school board has done very little to create an atmosphere of personal responsibility and accountability. While the school board is quick to punish individuals for making mistakes—ensuring that individuals in the organization effectively take responsibility for their actions—Celia and Bob argue that this harsh treatment and zero tolerance attitude taken by the board has made it difficult for educators in both the school and the district to promote any degree of innovation or creativity. [...]
[...] Although it is evident that there are considerable problems in this organization with respect to leadership and the delegation of authority, the school appears to have developed a salient communication system. At the present time the organization is utilizing all available resources to ensure the development of the school. Further, the communication plan that has been created is a cyclical process that enables the organization to sustain communication for all stakeholders. Organizations should consider the development of a communication plan in order to ensure that information is appropriately disseminated. [...]
[...] In addition to the issue of financial support, Bob and Celia also noted problems with internal politics in the school organization. As noted earlier, Bob's leadership methods to not integrate well with those employed by the school board. In addition, both interviewees noted considerable fighting” among all members of the board. Bob maintained that this in fighting among board made it difficult for the organization to run efficiently. Celia, on the other hand, noted that while the in fighting was “annoying” at times, she believed that some degree of conflict was necessary to promote change in the organization. [...]
[...] While she clearly sees the benefit of Bob's management and leadership style, Celia faces considerable pressure from other members of the board to rule the school with an authoritarian hand. As a result, Celia appears to be stuck in the middle. Although she would like to more fully support Bob, she realizes that she as a duty as an administrator in the school district. What Functions Does the Manager Serve? Considering the specific functions served by Celia in the organization, it is evident that most of her duties are administrative in nature. [...]
[...] Bob and Celia both noted that approximately 4 years ago, the district developed a communication plan for the dissemination of information from the school board all the way down to the community. The communication plan has four tiers. The first tier consists of the specific communications that take place before an event at the school occurs. Tier one include the announcements that are made at school for all students. Tier two involves the school newsletter, which is sent home to parents each month. [...]
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