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12 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Selection Process
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1) Job description
2) Selection Criteria 3) Write Add and advertise 4)collect applications 5) select and contact aandidates 6) Interview cand 7) Check References 8)Select Candidate 9)offer job/accept 10) Notify rejects |
Rebore
Select a donut (Jelly Donut) |
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Induction
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Focus on
F Future Success P Progressive Stages MS Mutual Support L Long Term career goals O Organized, consistent, long-term V Vocabulary E Expectations and norms spelled out S Supervision responsibilities of staff Most important thing is culture |
Schlechty (1985)
FPMS LOVES induction |
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Harvard Princ Acadmy on adults in school
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" The most powerful predictor of student achievement is the quality of the relationships among the adults in the school"
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Harvard Principals Academy
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Purpose of Induction
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To...
Orient to job aquaint to colleagues assimilate to culture acclimate to community and distrct |
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Collegial Relationships
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Parallel Play
Adversarial Congenial Collegial (PLC, create learning culture, talk about and observe professional practices, share craft knowledge, root for success |
Barth
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Mentoring
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Teacher Empowerment
Reciprocity / Resilience Mutual Support Courage |
Jordan (2006)
TERMS C |
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Why Evaluate
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P Professional Development
A Student Achievement R Retention / status / salary T Tasks I Improved performances E Employee placement S Self Development |
Rebore (2007)
PARTIES |
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Process of Evaluation
Creating Policy |
WHO - Who evaluates
WHAT - What is empl evaluated on WHEN - When and how will empl be eval WHERE - in what setting will eval occur? will results be discussed? WHY- purpose of eval HOW - how will eval be conducted or discussed HOW OFTEN - how often will eval occur WHAT IF - What if eval is challenged...due process |
Rebore (2007)
W-5 H-2 W-1 |
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Transcendental Leadership
Elements |
Utilize reflection on practice - knowing and understanding stakeholders
Practice the principle of subsidiarity - decisions made at lowest possible level Act from a political base - how will their decisions affect others? Act from a sense of duty and responsibility Advocate for social justice - be just for people that don't know. Formulate professional positions through discourse - Discuss |
Rebore (2007) page21-2
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Transcendental Leadership
Focus |
1) Identity
2) Collaboration 3) Concern for people 4) Coordination 5) Empowerment 6) Risk Supportive 7) Performance 8) Criticism tolerance 9) Process 10) Change |
Rebore (2007) page 23
I Identity C-5 collab, concern for people, cord, critic tolerance, change P performance E empowerment R risk tolerance P process s |
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Total Quality Management of the Human Resource Function
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1) Create constancy of purpose
2) Adopt the new philosophy 3) Cease dependence on inspection to achieve quality 4) End the practice of awarding business on the basis of a price tag 5) Improve constantly and forever the system of production and service to improve quality and productivity 6) Institute training on the job 7) Institute leadership 8) Drive out fear 9) Break down barriers between departments 10) Eliminate slogans, exhortations and targets 11) Eliminate management by numerical quotas 12) Remove barriers that prevent job managers and workers from taking pride in their workmanship 13) Institute a vigorous program of education and self-improvement 14) Put everybody in the company to work to accomplish the transformation |
Rebore (2007) p. 24-6
Demming |
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Difference between Transcendental Leadership and TQM
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TL = What needs to happen
TQM = How to go about it. |
Rebore (2007)
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