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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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