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MCLA – ADMN 501 Fundamentals of Educational Administration Dr. Sheila Tebbano, Adjunct Instructor SESSION 1.

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Presentation on theme: "MCLA – ADMN 501 Fundamentals of Educational Administration Dr. Sheila Tebbano, Adjunct Instructor SESSION 1."— Presentation transcript:


2 MCLA – ADMN 501 Fundamentals of Educational Administration Dr. Sheila Tebbano, Adjunct Instructor SESSION 1

3 Course Overview Basic concepts and processes in managing and leading schools Study and application exercises of the 7 Core Fundamentals of Leadership in Schools The School organization as a professional learning community Application of technology in Educational Leadership SESSION 1

4 Expectations Blackboard Vista discussions and reflections Internet and Computer Applications Writing Assignments Reading Assignments Final Presentation SESSION 1

5 Dr. William Glasser We Learn… 10% of what we read 20% of what we hear 30% of what we see 50% of what we see and hear 70% of what we discuss with others 80% of what we experience personally 95% of what we teach someone else.

6 Educational Philosophy Classic Texts and Manuscripts in Education etexts.html Why is it important for school administrators to understand Educational Philosophy?

7 History of Education in America HISTORY OF AMERICAN EDUCATION WEB PROJECT Each group will research one area of Education in America and report back to the group in 1 hour. SESSION 2

8 Compulsory Education compulsory attendance act of 1852 - state of Massachusetts first general law attempting to control the conditions of children. –Mandated attendance for children ages 8 – 14 –12 weeks each year –At least 6 had to be consecutive The penalty for not sending your child to school was a fine not greater than $20.00 and the violators were to be prosecuted by the city. The law kept the importance of school before the public and helped to form public opinion in favor of education. In 1873 the compulsory attendance law was revised. –The age limit was reduced to twelve – annual attendance was increased to twenty weeks per year. –First hiring of truant officers to check absences

9 Frederick Taylor (1856 – 1915) Bethlehem Steel Known as Father of Scientific Management Published Principals of Scientific Management in 1911 –Broke jobs down into their smallest movement –Increased workers output Schools are based on the Industrial Model as defined by Taylor SESSION 2

10 Best and Worst of Times Industrial Management – Business Models –Frederick Taylor Factory Model Schools Scientific Management –Max Weber Relationships between Class and Status; Stratification. –Henri Fayol management philosophy - planning, organizing, directing and controlling Staffing was added to his plan SESSION 2

11 Leadership Seeing is believing! Video Example Apollo 13 SESSION 3

12 School Safety Discipline Violence - VADIR Crisis Management NYS – SAVE Legislation Harassment & Bullying NCLB

13 Best and Worst of Times What can we learn from the past and present in managing and leading our schools? What is your concept of a public school in the future? SESSION 2

14 Principle Centered Leadership By Steven Covey Leaders are continually learning. Leaders are service oriented. Leaders radiate positive energy. Leaders believe in other people. Leaders live balanced lives. Leaders see life as an adventure. Leaders are synergistic. Leaders exercise self-renewal. SESSION 3

15 7 Core Functions of Leadership in Schools Instructional Leadership Cultural Leadership Managerial Leadership Human Resources Leadership Strategic Leadership External development Leadership Micropolitical Leadership (Portin, 2004) SESSION 3

16 Seven Core Functions of Leadership in Schools Portin, 2004, p.16 Function Action Instructional leadership Ensuring quality of instruction, modeling teaching practices, supervising curriculum, and ensuring quality of teaching resources. Cultural leadership Tending to the symbolic resources of the school (its traditions, climate, and history). Managerial leadership Overseeing the operations of the school (its budget, schedule, facilities, safety and security, and transportation). Human resources leadership Recruiting, hiring, firing, inducting, and mentoring teachers and administrators; developing leadership capacity and professional development opportunities. Strategic leadership Promoting vision, mission, and goalsand developing a means to reach them. External development leadership Representing the school in the community, developing capital, tending to public relations, recruiting students, buffering and mediating external interests, and advocating for the school's interests. Micropolitical leadership Buffering and mediating internal interests while maximizing resources (financial and human).

17 Education World – Thinking About Traits of a Good Principal min/takefive/takefive033.shtml What do you think?

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