| A | B |
|---|
| structural frame | social architecture (rules and goals) |
| HR frame | focus on relationships |
| Political frame | power, conflict, and coalition |
| symbolic frame | culture and inspiration |
| structural frame theorists | Mintzberg, Max, Weber, Frederick Taylor |
| Mitzberg | structural frame - o Fives – 1. Apex (BoE and Sup.) 2. Midline (Central and Principal) 3. Technostructure 4. Core (teachers) 5. Support Staff /o Operating core and essential work /o Workers are motivated by their role in the organization |
| Max Weber | structural frame o Hierarchy, rules and bureaucracy |
| Frederick Taylor | structural frame - o Scientific management (Prof.Devl) and division of labor |
| Mary Parker Follet | HR frame-o Organization needs individuals – Group, Self and Shared power |
| McGregor | Work is the source of motivation/ X & Y - X – subordinates are lazy and passive with little ambition – prefer to be led and resist change / Y – self motivated and goal oriented with passion for their work |
| Ouchi | o Z – employees want cooperative relationships with their employers (collaborative) |
| Machievali | Political Frame -the ends justify the means |
| Sun Tzu | Political Frame-coalition and avoiding conflict – plan before action |
| French and Raven | political frame-5 types of power/coercive (bullying)/reward/legitimate (certification & degree)/reverent (celebrity fame) / expert |
| Trice & Beyer | symbolic frame - 3 steps of change -adoption/ implementation/ institutionalization |
| Amitai Etzinoi | o Schools must teach the values of the community, morality, ethics and character are vital |
| Chester Barnard | motivation - o Barnard summarized the functions of the executive as follows: 1. establishing and maintaining a system of communication 2. securing essential services from other members 3. formulating organizational purposes and objectives |
| Kenneth Leithwood | leadership theory (vision) - transformational leadeship -- sets directions, develops people and realigns the organization |
| Warren Bennis | leadership theory (vision) -vision must turn into action |
| Peter Sange | leadership theory (vision) - shared vision – working towards common goal |
| Kouzes and Posner | leadership theory (vision) -adopting vision as their own (shared) |
| Robert Greenleaf | leadership theory (vision) -servant leadership & 10 competencies associated with servant leadership / empathy, persuation, perceptive, vision |
| Daniel Goleman | leadership theory (vision) - Six leadership styles: visionary, coaching, democratic, affinitive, pace-setting and commanding |
| Sergiovani | supervision theory -establishing norms- organizing a collective “we” with a common vision |
| Concerns Based Adoption Model (CBAM) | Supervision – process of implementing educational change via PD- The 5 roles of teacher PD 1. innovator 2. leader 3. early majority 4. late majority 5. resister |
| Meaningful Change Model | Supervision - Fullen & Lippert - determine gaps in order to move forward |
| CBAM | PROFESSIONAL DEVLOPMENT THEORY: Concerns Based Adoption Model: 1, innovator 2. leader 3. early majority 4. late majority 5. resister |
| SWOT ANALYSIS | Strengths (advantages); Weaknesses (Disadvantages); Opportunties (chances); Threats (trouble) |
| John French / Bertam Raven | 1959 power is divided into five separate and distinct forms. As we know leadership and power are closely linked. This idea shows how the different forms of power affect one's leadership and success. This idea is used often in organizational communication and throughout the workforce. 1. coercive 2. reward power 3. legitimate power. 4. referent power 5. expert power. |
| Coercive power | This involves forcing someone to do something that they do not want to do. |
| Reward Power | The second type of power involves having the ability to administer to another things he/she desires or to remove or decrease things he/she does not desireThis type of power in based on the idea that we as a society are more prone to do things and to do them well when we are getting something out of it. Social exchange theorists as well as Power-Dependence theorists continue to focus on the idea of reward power. The most popular forms are offering raises, promotions, and simply compliments. |
| Legitimate Power | Legitimate power is typically based on one's role. People traditionally obey the person with this power solely based on their position or title rather than the person specifically as a leader. Therefore this type of power can easily be dissolved with the loss of a position or title. This power is therefore not strong enough to be one's only form of influencing/persuading others. |
| Referent Power | The power of holding the ability to administer to another feelings of personal acceptance or personal approval.This type of power is strong enough that the power-holder is often looked up to as a role model.This power is often looked at as admiration, or charm. The power derives from one person having an overall likability leading people to strongly identify with them in one form or another. |
| Expert Power | The ability to administer to another information, knowledge or expertise Leaders who possess this type of power have are typically experts in their field of work, and rely on their ability to perform various organizational tasks and functions. Example: Doctors, lawyers. |
