EDU602 Handouts by VUBuddy

Table of Contents:

Lesson 01 Relationship of Effective Schools with Leadership (Topics 1 to 12) Lesson 02 (Topic 13 to 18) Lesson 03 Concept of Management (Topic 19 to 24) Lesson 04 Leadership vs Management (Topic 25 to 30) Lesson 05 Evaluation of Management Theory (Topic 31 to 36) Lesson 06 Neo Classical School of Management (Topic 37 to 42) Lesson 07 Modern School of Management (Topic 43 to 48) Lesson 08 Trait Theory of Leadership (Topic 49 to 56) Lesson 09 Behavioral Theory of Leadership (Topic 57 to 61) Lesson 10 Contingency Theory of Leadership (Topic 62 to 66) Lesson 11 Leadership Styles 1 (Topic 67 to 72) Lesson 12 Leadership Styles 2 (Topic 73 to 78) Lesson 13 Transformational Leadership Introduction (Topic 79 to 84) Lesson 14 Process of Transformational Leadership (Topic 85 to 90)

Lesson 15 Transformational Leadership and Organizational Structure (Topic 91 to 96)

Lesson 16 Level 5 Leadership (Topic 97 to 102) Lesson 17 Pathways to Greatness (Topic 103 to 108) Lesson 18 Planning (Topic 109 to 114) Lesson 19 Introduction to Leadership (Topic 115 to 119) Lesson 20 Process of decision Making (Topic 120 to 126) Lesson 21 Organizational Structure (Topic 127 to 132) Lesson 22 Organizational Behavior (Topic 133 to 138) Lesson 23 Groups (Topic 139 to 144) Lesson 24 Communication in Organization (Topic 145 to 150) Lesson 25 Barriers of Communication (Topic 151 to 156) Lesson 26 Leadership and Power (Topic 157 to 162) Lesson 27 Controlling (Topic 163 to 168) Lesson 28 Introduction to Motivation (Topic 169 to 171) Lesson 29 Herzberg 's Motivational Theory (Topic 172 to 174) Lesson 30 Maslow's Hierarchy of Needs (Topic 175 to 178) Lesson 31 Motivational Strategies (Topic 179 to 180) Lesson 32 Team Building (Topic 181 to 192) Lesson 33 Finance management (Topic 193 to 198) Lesson 34 Conflict Management (Topic 199 to 204) Lesson 35 Types of Conflict Management (Topic 205 to 210) Lesson 36 Stress Management (Topic 211 to 216) Lesson 37 Change Management (Topic 217 to 222) Lesson 38 Models of Change (Topic 223 to 228) Lesson 39 Organizational Change (Topic 229 to 234) Lesson 40 Organizational Culture (Topic 235 to 240) Lesson 41 Barriers of Decision Making (Topic 241 to 246) Lesson 42 Total Quality Management (Topic 247 to 252) Lesson 43 Educational Administration (Topic 253 to 259) Lesson 44 Role of School Administration (Topic 260 to 264) Lesson 45 Supervision (Topic 265 to 270)

Lesson 01 · RELATIONSHIP OF EFFECTIVE SCHOOL WITH LEADERSHIP · Topic 1: Good School

What is a Good School?

“Good School is that which most successfully achieves the targets set by the stakeholders by showing high grades and good results in exams”

What is an Effective School?

A school is effective not because of the specific nature of what is taught (though it is important) but through the manner in which a positive, supportive, richy and frequently interactive atmosphere is created. (Gammage, 1985)

Topic 2: Effective School

Effective Leaders and Effective Schools:

Effective schools can be good schools and good schools can be effective schools-but two are not necessarily the same. (Carl Gickman, 1987)

David Hopkins, a famous researcher on school improvement, tells us about effective schools:

The peaceful and quite corridors, calm and friendly faces, collegial and collaborative staff, clean and committed environment are the basic components of an effective school. Here the students and the staff are full of respect and regard of each other. They are deeply concerned about the future and precisely focused on how to get to that. Doors do not band and breaks do not scream here.

Topic 3: Educational Leaders

The role of the educational leaders will become paramount as the pace of change continues to quicken…. According to David Green, 2000 “Those organizations will survive and flourish which have Change Leaders. These are the individuals who thrive on chaos and actively seek to make future”. Ambiguity of change, complexity of the role, status of the profession and impact on the family life are all the reasons why there is a dearth of candidates seeking leadership roles in schools…… but then remember: Being a head is a great job – especially if you do not weaken. (Brain Caldwell, 2003)

Topic 4: Why Effective Schools?

About 40 years ago, Dr. Lezotte and his colleagues Ron Edmonds, Wilbur Brookover and other effective school researchers identified the common characteristics of successful schools-schools where all children learn. The research of these dedicated individuals refuted the notion that schools had no impact on learning and, in doing so, identified the correlates of Effective Schools. The correlates of effective schools are means of achieving high and equitable levels of students learning. It is expected that all children (whether they be male or female, rich or poor, black or white) will learn at least the essentially needed

• Knowledge · • Concept and · • Skills

So that they can be successful at the next level next year.

Topic 5: The Correlates of Effective Schools

What is unique about the correlates is that they are the only set of research based characteristics of a school’s climate associated with improved and better student learning. They are the only set of research identified concepts with which we can analyse that complex social organization of a school in order to cause the school as a whole to improve.

Correlates of an effective school are:

1. Instructional Leadership
2. Clear and focused mission
3. Safe and orderly environment
4. Climate of high expectations
5. Frequent monitoring of student progress
6. Positive home-school relations
7. Opportunity to learn and student time on task

Topic 6: Instructional Leadership

In the effective school, the principal acts as an instructional leader and effectively and persistently communicates the mission to the staff, parents and the students. The principal understands and applies the characteristics of instructional effectiveness in management of the instructional programme. The effective school practices that the principal is the “leader of leaders” not the “leaders of followers”. A principal cannot be the only leader in a complex organization like a school.