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Educational Administration EDU 547 Chapter VI Power and Politics in School . Presented by: Kathleen Merchant Instructor: Dr. Lauren Larsen . Power. Sources of Authority: Legitimate Power . Authority is distinguished from other kinds of influences or

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educational administration edu 547 chapter vi power and politics in school

Educational AdministrationEDU 547Chapter VIPower and Politics in School

Presented by: Kathleen Merchant

Instructor: Dr. Lauren Larsen

sources of authority legitimate power
Sources of Authority: Legitimate Power
  • Authority is distinguished from other kinds of influences or

power in that the subordinates “holds abeyance his own critical

faculties for choosing between alternatives and uses the formal

criterion of the receipt of a command or signal as his basis of

choice”

  • There are two criteria of authority in schools that are imperative

in the relationships of superior-subordinate

  • Three primary characteristics of authority in schools:
    • Willingness of subordinates to comply
    • Suspension of the subordinates’ criteria for making a decision before a decision
    • Power relationship legitimized by the norms of a group
authority and administrative behavior in schools
Authority and Administrative Behavior in Schools
  • Authority is a basic element of life in schools because it

provides legitimate control for the following individuals;

administrators, teachers, and students

  • Once administrators, teachers and students join a school

organization they accept the formal authority relation

sources of power
Sources of Power
  • Even though authority implies legitimacy, not all

power is legitimate

Individuals/groups can utilize power in many different

ways

administrative use of power
Administrative Use of Power
  • An enormous portion of any administrator\'s time is directed

at “power oriented” behavior that is- “behavior directed mainly

at developing or using relationships in which other people are to

some degree willing to defer to one’s wishes” (Kotter, 1978, p.

27).

  • Empowerment –is the process by which administrators

share power and assist others with the utilization of

constructive ways to make decisions

Note*evidence is starting to emerge to demonstrate that teacher

empowerment as it relates to curricular matter is connected to

student performance

power rationality and rationalization
Power, Rationality, and Rationalization
  • Power often blurs the difference between rationality and

rationalization

  • Rationality-is the application of evidence and reason to make decisions
  • Rationalization-is an attempt to make a decision seem rational after it

has already been made

  • In short-we cannot get away from the fact that a great deal of

organizational behavior is irrational and power frequently undermines

rationality

**Refer to the questions in the text on page 235, which were raised by

Flyvbjerg

organizational power and politics
Organizational Power and Politics
  • Organizational politics-is “individual or group behavior that is informal,

ostensibly, parichial,typically diverse, and above all, in the technical sense,

illegitimate-sanctioned neither by authority,accepted ideology, nor certified

expertise”(Mintzberg, 1983a, p. 172)

  • Even though there are powerful individuals, the political ring of organizations

are composed of coalitions of persons-groups who negotiate amongst

themselves to make a determination on how to distribute power

the power game
The Power Game
  • Power is an elusive of negotiating advantages and then when

willingly and skillfully exploiting those bargaining advantages

  • There is no guarantee that those persons who gain power will

utilize it in a rational or justified manner, however; power and

politics are not always demeaning and destructive

conflict management
Conflict Management
  • Since power and organizational politics certainly produce

conflict-it is important to effectively manage conflict when it

arises

  • Conflict is neither bad or destructive, on the contrary conflict can

produce positive organizational change

conflict management styles
Conflict Management Styles
  • Kenneth Thomas provided a useful topology for examining

conflict management styles, he also identified two basic

dimensions of behavior that may produce conflict:

    • Attempting to satisfy one’s concern(organizational demands in the case of administrators
    • Attempting to satisfy others’ concerns(individuals needs of the members)
words for thought
Words for Thought
  • A man who neglects what is actually done for what should be done learns the way to self-destruction.” Machiavelli ( 1994)

We need to see and understand organizational life as it is so that

we have some chance to move toward what we believe it should

be; hence, power and politics cannot be neglected.

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