Discussions (EDLD 5345) July 15th
– Aug 9th,2013
Discussion
Week 1
Attributes of a Positive School Culture
The critical attributes that my school exhibits are the clear academic standards and aligned assessments of student performance, opportunity for a professional development and share sessions that help teachers to improve teaching practices and student achievements. A public outreach strategy like apartment tutoring that engages schools, students and community.
Attributes of a Positive School Culture
The critical attributes that my school exhibits are the clear academic standards and aligned assessments of student performance, opportunity for a professional development and share sessions that help teachers to improve teaching practices and student achievements. A public outreach strategy like apartment tutoring that engages schools, students and community.
Discussion
Week 2
How do you define ethics?
In what ways do you think that your personal code of ethics may be tested in a school leadership position?
How would your personal code of ethics guide your decision making as a school leader?
Ethics is a series of beliefs and principles held by a person about how to determine which human inter-actions they believe are right or wrong. These core beliefs are often interconnected and overlap with other value systems, religious views, legal systems, philosophies, social conventions and moral codes. Personal ethics refers to the ethics that a person identifies with in respect to people and situations that they deal with in everyday life. Professional ethics refers to the ethics that a person must adhere to in respect of their interactions and business dealings in their professional life. In some cases, these types of ethics may clash and cause a moral conflict. A person's ethical code determines their views on right and wrong, and influences how they interact with other people. While personal ethics and professional ethics sometimes differ dramatically, each influences the other. And each comes into play in the workplace, as more schools seek to infuse their culture with a sense of ethical responsibility. Often, professional ethics encompass many of the same principles of personal ethics, such as honesty and fairness but may also extend to principles like school loyalty. "The principal must serve as the role model of integrity, fairness and ethics." I believe to do this well we must follow the state code of ethics, but it is also advantageous to keep in mind the cultures of the groups of students we are teaching. We may not be able to change something about them that seems unethical to us, but we can at least understand their culture in our interactions with them.
How do you define ethics?
In what ways do you think that your personal code of ethics may be tested in a school leadership position?
How would your personal code of ethics guide your decision making as a school leader?
Ethics is a series of beliefs and principles held by a person about how to determine which human inter-actions they believe are right or wrong. These core beliefs are often interconnected and overlap with other value systems, religious views, legal systems, philosophies, social conventions and moral codes. Personal ethics refers to the ethics that a person identifies with in respect to people and situations that they deal with in everyday life. Professional ethics refers to the ethics that a person must adhere to in respect of their interactions and business dealings in their professional life. In some cases, these types of ethics may clash and cause a moral conflict. A person's ethical code determines their views on right and wrong, and influences how they interact with other people. While personal ethics and professional ethics sometimes differ dramatically, each influences the other. And each comes into play in the workplace, as more schools seek to infuse their culture with a sense of ethical responsibility. Often, professional ethics encompass many of the same principles of personal ethics, such as honesty and fairness but may also extend to principles like school loyalty. "The principal must serve as the role model of integrity, fairness and ethics." I believe to do this well we must follow the state code of ethics, but it is also advantageous to keep in mind the cultures of the groups of students we are teaching. We may not be able to change something about them that seems unethical to us, but we can at least understand their culture in our interactions with them.
Discussion
Week 3
What do you feel would be the most difficult aspect of evaluating teachers and campus staff?
How do you overcome that difficulty?
What criteria do you feel is appropriate in evaluating teacher effectiveness, and how do you ensure fairness and objectivity during the evaluation process?
I believe that the most difficult aspect of evaluating teachers and staff is personal conflict of interest because some of them may be close friends and some not. Therefore it is vital as an administrator to keep professional relationship separate from personal relationship. I would keep in mind that the evaluation process is a way to provide feedback and an opportunity for improvement and learning instead of making the teachers feel appalled. The performance evaluations can be nerve- racking for many teachers and for this very reason it may not be a fair demonstration of the teacher’s performance. Therefore, as an administrator, every time I plan to evaluate a classroom teacher, I would inform them ahead of time about the mandatory performance evaluation. I would set up a meeting with the teacher few days prior to formal evaluation to discuss what to expect during the evaluation. The meeting will benefit teachers to enhance their skills, be-prepared, have more confidence and do their best at the day of evaluation. This criterion is appropriate in evaluating teacher effectiveness, and ensuring fairness and objectivity during the evaluation process.
What do you feel would be the most difficult aspect of evaluating teachers and campus staff?
How do you overcome that difficulty?
What criteria do you feel is appropriate in evaluating teacher effectiveness, and how do you ensure fairness and objectivity during the evaluation process?
I believe that the most difficult aspect of evaluating teachers and staff is personal conflict of interest because some of them may be close friends and some not. Therefore it is vital as an administrator to keep professional relationship separate from personal relationship. I would keep in mind that the evaluation process is a way to provide feedback and an opportunity for improvement and learning instead of making the teachers feel appalled. The performance evaluations can be nerve- racking for many teachers and for this very reason it may not be a fair demonstration of the teacher’s performance. Therefore, as an administrator, every time I plan to evaluate a classroom teacher, I would inform them ahead of time about the mandatory performance evaluation. I would set up a meeting with the teacher few days prior to formal evaluation to discuss what to expect during the evaluation. The meeting will benefit teachers to enhance their skills, be-prepared, have more confidence and do their best at the day of evaluation. This criterion is appropriate in evaluating teacher effectiveness, and ensuring fairness and objectivity during the evaluation process.
Discussion
Week 4
How does a principal develop decision making and problem-solving skills?
Are those skills that an administrator must instinctively have?
Do they come with experience?
As an aspiring administrator, what do you feel are your strengths and weaknesses in terms of decision making and problem solving?
As a leader, it is not enough to exemplify the leadership traits and principles and possess an appropriate leadership style, you must also know how to plan, identify and solve problems, make decisions, and supervise. After being introduced to a leadership framework, you will then examine several variations of those processes deciding for yourself the best way to use them to get the job done and achieve excellence. I believe that leadership and problem-solving skills can be developed with experience and work but it is easier in some people than others. . With a little humility and respect for the opinion of others, we can learn to be a leader that proactively works to eliminate problems before they occur. As leaders, we know we will not be able to please everyone, but with time and skill, we can say “no” in a positive way that is accepted by most. Some skills that I believe an administrator must have are the ability to use discernment and wisdom, the ability to put on a Teflon suit, and the ability to diffuse an explosive situation. Discernment or perspicacity is the ability to make quick and accurate judgments about people or circumstances. I believe some skills are gifts with which we are uniquely born. But others can be learned or built upon through hard work and experience. I have always been a problem solver. If I do not know the answer, I can find a resource to get it. Depending on the decision that must be made, decision making may be done alone, or may require other’s input. Just like in problem solving, if I do not know the answer, I’ll go to the appropriate resources for input. People see me as someone who can get things done, and I feel that is important in any leadership position. My biggest weakness is "I tend to have difficulty saying 'no' to people so I better learn to set priorities."
How does a principal develop decision making and problem-solving skills?
Are those skills that an administrator must instinctively have?
Do they come with experience?
As an aspiring administrator, what do you feel are your strengths and weaknesses in terms of decision making and problem solving?
As a leader, it is not enough to exemplify the leadership traits and principles and possess an appropriate leadership style, you must also know how to plan, identify and solve problems, make decisions, and supervise. After being introduced to a leadership framework, you will then examine several variations of those processes deciding for yourself the best way to use them to get the job done and achieve excellence. I believe that leadership and problem-solving skills can be developed with experience and work but it is easier in some people than others. . With a little humility and respect for the opinion of others, we can learn to be a leader that proactively works to eliminate problems before they occur. As leaders, we know we will not be able to please everyone, but with time and skill, we can say “no” in a positive way that is accepted by most. Some skills that I believe an administrator must have are the ability to use discernment and wisdom, the ability to put on a Teflon suit, and the ability to diffuse an explosive situation. Discernment or perspicacity is the ability to make quick and accurate judgments about people or circumstances. I believe some skills are gifts with which we are uniquely born. But others can be learned or built upon through hard work and experience. I have always been a problem solver. If I do not know the answer, I can find a resource to get it. Depending on the decision that must be made, decision making may be done alone, or may require other’s input. Just like in problem solving, if I do not know the answer, I’ll go to the appropriate resources for input. People see me as someone who can get things done, and I feel that is important in any leadership position. My biggest weakness is "I tend to have difficulty saying 'no' to people so I better learn to set priorities."
Discussion
Week 5
This week's lecture covered a number of the Educational Leadership Constituent Council's ( ELCC ) Educational Leadership Policy Standards. Which of these standards do you feel represent your strengths as an aspiring educational leader?
For which standards do you feel you need more experience and training, and how do you plan to acquire that experience and training?
I feel comfortable when it comes to standard 1, 2 and 3 as I feel I have enough experience in that field. As a teacher we do promote a positive school culture and provide best practices to student learning. I also feel standard 4 and 5 could be learned with more training and experience as an administrator. The standard that I do not feel confident about is standard 6 that deals with understanding, responding to, and influencing the larger political, social, economic, legal, and cultural context. As in this area I feel inadequate I would call on experts in the field to act as mentors until I gain the skills necessary for success in this field.
This week's lecture covered a number of the Educational Leadership Constituent Council's ( ELCC ) Educational Leadership Policy Standards. Which of these standards do you feel represent your strengths as an aspiring educational leader?
For which standards do you feel you need more experience and training, and how do you plan to acquire that experience and training?
I feel comfortable when it comes to standard 1, 2 and 3 as I feel I have enough experience in that field. As a teacher we do promote a positive school culture and provide best practices to student learning. I also feel standard 4 and 5 could be learned with more training and experience as an administrator. The standard that I do not feel confident about is standard 6 that deals with understanding, responding to, and influencing the larger political, social, economic, legal, and cultural context. As in this area I feel inadequate I would call on experts in the field to act as mentors until I gain the skills necessary for success in this field.
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