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Importance of school community relations
Importance of school community relations
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The first four weeks of CR510 have prompted this student to reflect on her years of teaching in the public school setting. Having experienced many similar complexities to the ones in the text, this student is sympathetic to the challenges facing those in the education system and is eager to find opportunities to offer a better solution for all involved. CR510 has strengthened this student's belief that a third party neutral can provide valuable benefits to educational systems at all levels. Gorton and Alston (2012) pointed out in Chapter One that effective leaders “provide direction and meaning, generate and sustain trust, display an eagerness to take action, and spread hope”, through motivating and empowering others to reach the desired goals (pp. 7-9). Thus administrators must be skilled communicators, attentive and responsive listeners. Meanwhile they must also be able to build relationships with others, multitask, prioritize, delegate wisely, relate to, and motivate others. Reading that both the National Association of Elementary School Principals and the American Association of School Administrators have noted the importance of communication to the school system's success (p. 101), has affirmed for this student that the need for outside assistance with communication is indeed a serious concern for administrators. Meanwhile the text, online discussion, and classroom discussion helped to distinguish the differences between authority, power, and influence. In the educational venue, authority and power both involve having the authorization to compel others to comply with decisions (Gorton & Alston, 2012, p. 74, 88); whereas influence primarily involves being able to persuade or shape decisions and behavior through “informal ... ... middle of paper ... ... to their problems. Just as restorative justice requires a paradigm shift for those in the legal field and the concept of paradox management requires a paradigm shift for businesses, using third party neutrals will require school administrators to think about conflict management differently. While the text emphasized the complex nature of school administrators' responsibilities (Gorton & Alston, 2012, pp. 3-4) and the surety of change in education (p. 188), it also discussed the factors which inhibit change (pp. 196-197, pp. 200-201). Thus this student feels better equipped to address those concerns proactively when offering services to local school districts. Works Cited Gorton, R. A., & Alston, J. A. (2012). School leadership & administration: Important concepts, case studies, & simulations. (9th ed.). New York, NY: McGraw Hill. [Kindle Version] (pp. 1-323).
Connecting people to the success of the district is one matter, but asking them to support it financially is another. The district is growing in size and is in need of new facilities and internal academic structures to support the growth. As the district continues to grow she is challenged with ensuring that the schools continue to interact with each other and do not return to the independent silos they were when she arrived. Ms. Hall realizes that she is the internal and external face of the district. She takes that very seriously and therefore, tires to view challenges as opportunities and successes as building blocks and
Leading organizations of school administrators offer educators various opportunities to encourage educators to become leaders. No Child Left Behind Act of 2001 (NCLB) has mandated that leaders be better prepared for the task of providing quality education to all. NCLB “… is forcing all educational stakeholders to face the weakness of contemporary school leadership and is making it impossible to ignore the need for higher quality principals” (Hale & Moorman, 2003, p.1). It is believed that all educators can be and are leaders in their own right. A leader is a visionary and has the ability to inspire others to aspire to greatness. Of the numerous opportunities that are offered, those that are most beneficial include but are not limited to leadership training programs, professional development, and creating shared leadership opportunities for teachers to become leaders. The systems “…that produce our nation’s principals are complex and interrelated – and governed by the states. Each state establishes licensing, certification and re-certification” (Hale & Moorman, 2003, p.1). States use the ISLLC standards “…as the framework for preparation programs and in service professional development of school superintendents, principals, and other leaders” (Hale & Moorman, 2003, p.3).
Bosher, William, Kate Kaminski, and Richard Vacca. The School Law Handbook: What Every Leader Needs to Know. Alexandria: ASCD. 2003. Brown, Frank, et al. Key Legal Issues for Schools.
Only now is evidence emerging testifying to the fact that much of the criticism leveled at public schools is exaggerated and misplaced. It is easy to forget that schools reflect what is happening in society, not cause it. Schools of today have recently shown that they are performing better than ever. Unfortunately, the traditional challenges confronting schools have increased dramatically and broadly as the world and students have changed. Now schools are facing drastic change -- necessary change that must take place quickly so students are able to cope in a dramatically changing world of the future. All of the criticism creates fear in teachers and administrators rather than a desire to embrace change.
However, the problems inherent in the American school system are too complex to be solved purely by money. Without interested parties watching the consumption of money, resources are consumed unwisely. A new arm of the executive branch should not be formed to act as a school watchdog, at the least it seems this would unnecessarily complicate things. Instead, the solution lies in the activity of parents in the school carefully observing the condition of the building, classrooms, and teachers. Parents should be directly involved in the school and should provide the initial stimulus.Only afterwards should the govern...
Decisions are a constant in administration. Principals and school leaders alike are faced with decisions all day every day. Decisions that not only shape and mold the school culture and climate, but the shape they students that attend our schools and their families. It’s critical that school leaders are aware of the ethical ramifications of the decisions they make and are cognoscente of the moral and ethical implications of their decisions. Educational leaders are not only leaders of schools, but leaders in the community.
Leaders in the school have hard decisions to help make on a daily basis. They need to evaluate their decisions to make sure they are ethical and effective. Administrators need to listen to all sides of a situation and evaluate all options before they make a decision. This process is difficult because administrators need to make sure that all parties involved are satisfied with the decision that was formed.
In conclusion, reconstitution is an ineffective solution because it judges schools based on faulty policies, and can put a school in a desperate situation. These policies have turned public education into a game, and an unfair one at that. When put under this pressure, administration makes pointless reforms in order to give the illusion of improvement, even though there is more evidence of failure than success. For the government to overtake a school and undergo such a costly and lengthy process, success needs to be sure-fire,
A school’s lifeblood is its students however, a school’s lifeline stems from the community partnerships that it forms and retains over the years of its existence in the community. Just as times change, so does the list of potential partners within the community. One of the most valuable resources a school can use in its quest to form community partnerships is the faces, voices, and support of its leadership staff. Schools typically have an internal chain of command; however, the quest for partnerships requires that the chain of command, littered with bureaucratic red tape, be abandoned in exchange for one where those in decision-making positions are more easily accessible to members of the community. The following is a
Parents and school officials in many communities have found common ground using the following strategies of including all stakeholders. Public schools belong to all citizens, and therefore should emu...
Many times our first thoughts regarding educational leadership are turned to our first experiences as a child. For most, this individual is the school principal. Teachers and students may have a skewed view of this authority figure. He or she is often the focal point of decision-making and discipline. The principal is the singular driving force that combines teachers with their colleagues and students with their teachers and peers (Goldring, 2...
School administrators are important in setting the path for a successful school (Glickman, et al., 2014). The principals could play a dynamic leadership depending on how they exercise their beliefs of the organizational and social environment (McNair, 2011). The principals are the primary facilitators for developing the foundations in learning that will last, to manage the student’s performance at schools, and seeking the improvement at school that will cause great impacts in school‘s education (Gordon,1989). In the recent years in the U.S., education has change in a more cultural diversity population, it is imperative that school supervisors, are trained to encounter this cultural issues, but also assisting others with the opportunities to develop appropriate abilities to deal with different cultures (Glickman, et al., 2014).
Thomas Sergiovanni (2015) describes three essential dimensions of leadership as “the heart, head, and hand of leadership.” The heart describes those characteristics within the school leader that reflect personal “beliefs, values, and dreams.” The head of leadership refers to the practice of teaching and educating. The hand of leadership reflects actions taken by school leaders with respect to management behaviors. (p. 5) Within these elements, there is room for personal choice in how leadership is practiced and it is incumbent on new principals to find an individual leadership style that responds to the uniqueness of each school.
When people think of education they imagine a teacher and their students. They do not picture the many other professionals and workers who help maintain an educational environment so vital for preparing the next generation to succeed. Janitors keep the environment clean to make sure students have a safe learning experience. Cafeteria staff help make sure students have the fuel necessary to get an education. And administrators deal with the business side. Although it can be hard to think about it that way, education, at least in some respect, is a business. But that doesn’t mean we need to treat it as such in every way. Schools cannot operate without some inflow of cash. For supplies, for textbooks, and for paying staff. However, many administrators take it too far. Only caring about the letter grade, how many students are failing or not, and failing to remember that on the other end of these numbers are real students, kids who just want to learn. Many administrators distance themselves from the kids. Be it because they feel they are too busy, or they want to be respected as an authority figure. The issue with that is that many educational supervisors put procedures into effect that have a negative impact on students and staff. I want to change that. I want to be the kind of administrator who changes the way supervisory staff interact with students, support staff, and the teachers under them to create a cohesive learning environment based on open communication through all aspects of the school environment.
With the proper guidance and support, teachers can achieve academic excellence in the classroom. They follow their principal’s vision and share their goals. Teachers also serve as leaders in their classroom. They share their vision and goals with their students promoting positive attitudes in the classroom. Just like it is important for principals to respect and understand what their teachers need, students also need the support, understanding, respect and empathy from their teachers. When teachers demonstrate commitment in the classroom and set high expectations they raise the level of learning in the classroom. Teachers that work with the students and their parents to understand and meet their needs will achieve positive academic outcomes. Students engage in learning with positive attitudes and strive for high achievements. Teachers work together with their leaders to improve their teaching