EPEL 7500 EPEL 7500 Human Resource Management Human Resource Management

and School Operationsand School Operations

Summer 2009Summer 2009

Nancy Sharpe Strawbridge, Ed.D.Nancy Sharpe Strawbridge, Ed.D.

FYI—our online site:FYI—our online site:

http://http://strawbridgesummer2009.wikispstrawbridgesummer2009.wikispaces.com/aces.com/

What do we know for sure What do we know for sure about what works in about what works in schools?schools?

What are the implications What are the implications for Human Resources? for for Human Resources? for organizational planning?organizational planning?

HR & Organizational TheoriesHR & Organizational Theories

Organizational theoriesOrganizational theories Schools as learning communities; Schools as learning communities;

organizational learningorganizational learning School based management School based management

(SBM); school based decision (SBM); school based decision making (SBDM)making (SBDM)

Transcendental leadershipTranscendental leadership Bolman & Deal’s FramesBolman & Deal’s Frames

Schools as Learning Schools as Learning CommunitiesCommunities

Dufour & EakerDufour & Eaker Senge (systems thinking)Senge (systems thinking) Jim Collins (Jim Collins (Good to Great in Good to Great in

the Social Sectorthe Social Sector))

School Based Management (SBM) School Based Management (SBM) Site Based Decision Making (SBDM)Site Based Decision Making (SBDM)

Priscilla WohlstetterPriscilla Wohlstetter Murphy & BeckMurphy & Beck KERA, 1990KERA, 1990 What about School Councils in What about School Councils in

Georgia?Georgia?

Transcendental Leadership Transcendental Leadership (Rebore)(Rebore)

Human resource functions take Human resource functions take place in a very complex arena.place in a very complex arena.

Human resource leaders have Human resource leaders have very little job security.very little job security.

Functions of governance and Functions of governance and administration can complicate administration can complicate human resource functions human resource functions tremendously. tremendously.

Bolman & Deal’s Four FramesBolman & Deal’s Four Frames

Factories (structural)Factories (structural) Families (human resource) Families (human resource) Jungles (political)Jungles (political) Temples (symbolic)Temples (symbolic)

Organizing Groups and Organizing Groups and Teams (Bolman & Deal)Teams (Bolman & Deal)

What is the nature of individuals’ What is the nature of individuals’ dealings with each other?dealings with each other?

What is the spatial distribution of What is the spatial distribution of the members?the members?

Where is the authority in the Where is the authority in the group?group?

How will the group function?How will the group function?

High performing teams . . .High performing teams . . .

Shape purpose in response to Shape purpose in response to demand and opportunitydemand and opportunity

Translate common purpose into Translate common purpose into specific, measurable specific, measurable performance goalsperformance goals

Are of manageable sizeAre of manageable size Have (or develop) the right mix Have (or develop) the right mix

of expertiseof expertise

Develop a common commitment Develop a common commitment to working relationshipsto working relationships

Hold themselves Hold themselves collectively collectively accountableaccountable

Manage themselvesManage themselves What to do . . . When, where to What to do . . . When, where to

work?work? Have the autonomy to make Have the autonomy to make

decisionsdecisions Take action to remedy problems.Take action to remedy problems.

People and organizations People and organizations (individual v. group)(individual v. group)

Research began with Mary Research began with Mary Parker Follett in 1918Parker Follett in 1918

Organizations exist to serve Organizations exist to serve people and not the other way people and not the other way around.around.

The “fit” between individual and The “fit” between individual and organizations need to be a good organizations need to be a good one.one.

Organizations ask, “What can Organizations ask, “What can this person do for us? How can this person do for us? How can we retain this person?”we retain this person?”

Workers as, “How will this job fit Workers as, “How will this job fit my needs?”my needs?”

Standards for School Standards for School LeadershipLeadership 8 Roles of School Leaders (GLISI)*8 Roles of School Leaders (GLISI)*

Curriculum, Assessment & InstructionCurriculum, Assessment & Instruction Data AnalysisData Analysis Process Improvement Process Improvement Learning and Performance Learning and Performance

DevelopmentDevelopment RelationshipsRelationships PerformancePerformance OperationsOperations ChangeChange

*based on the ISLLC standards*based on the ISLLC standards

Standards for School Standards for School LeadershipLeadership Guiding standards for Human Guiding standards for Human

Resource functions (from GLISI 8 Resource functions (from GLISI 8 Roles)Roles) Data analysisData analysis

Demonstrates the ability to lead teams in Demonstrates the ability to lead teams in analyzing multiple data sources to identify analyzing multiple data sources to identify needs, symptoms and root causesneeds, symptoms and root causes

Learning and performance Learning and performance Demonstrates the ability to plan for improved Demonstrates the ability to plan for improved

performance; assist individuals in using performance; assist individuals in using strengths to attain personal and strengths to attain personal and organizational goals; creating a collaborative organizational goals; creating a collaborative teaching and learning organizationteaching and learning organization

RelationshipsRelationships Demonstrates the ability to develop Demonstrates the ability to develop

and maintain relationships among a and maintain relationships among a variety of stakeholdersvariety of stakeholders

OperationsOperations Demonstrates the ability to effectively Demonstrates the ability to effectively

and efficiently organize resources to and efficiently organize resources to support studentssupport students

ChangeChange Demonstrates the ability to drive and Demonstrates the ability to drive and

sustain change in a collegial sustain change in a collegial environment focused on student environment focused on student achievement and well-beingachievement and well-being