SumQuodSum

My final paper from the first quarter – nice summary of most of what I learned.

Schools are diverse organizations, often times non-linear in nature and loosely structured. Organized into diverse subsystems, each subsystem is defined by the combined personalities, experiences, and expectations of the members of that subsystem. They are driven by standards set forth by the federal government, state offices of instruction, and local mandate. Further responsibility is placed upon the school organization by the lateral relationships it maintains with schools in the greater district organization. Ultimately, as Sergiovanni (2009) states, the responsibility of the school organization is to work collaboratively and collegially toward a common outcome; that of providing students with knowledge and skills to build character and instill virtue (pg. 4). Read More…

With no measurable end to school reform, teachers and principals are often faced with implementing the latest and greatest strategy in hopes that it will implore teachers and students to improve their practices; these latest and greatest strategies, however, are often void of a vital ingredient – VISION.  As an administrator I will be faced with the challenge of moving a school forward in developing its culture so that students have the best opportunity for success.  While it is vital for the school to craft a vision that will shape its reform efforts, I will be required to have an administrative vision that will guide the reform process.  Key to my administrative vision of creating school-based reform is growing a school-wide vision, creating a community of learners, developing teacher leaders. Read More…