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Organizational Health . Gayle Woodall, Ed.D. Assistant Superintendent Barbers Hill ISD. Enhancing Leadership Effectiveness Available at: www.organizationalhealth.com Marvin Fairman Leon McLean. Organizational Health.

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organizational health

Organizational Health

Gayle Woodall, Ed.D.

Assistant Superintendent

Barbers Hill ISD

slide2
Enhancing Leadership Effectiveness

Available at: www.organizationalhealth.com

Marvin Fairman

Leon McLean

organizational health3
Organizational Health
  • An organization’s ability to function effectively, to cope adequately, to change appropriately, and to grow from within.
leadership
Leadership
  • Initiating Structure (TASK)
    • Leaders’ behaviors in delineating the relationship between themselves and members of the work group and in endeavoring to establish well-defined patterns of organization, channels of communication, and methods of procedure
leadership5
Leadership
  • Consideration (RELATIONSHIP)
    • Leaders’ behavior indicative of friendship, mutual trust, respect, and warmth in the relationship between themselves and members of their staff.
hersey and blanchard
Hersey and Blanchard
  • Ability
    • Understanding of the specific job requirement
    • Job knowledge and skills, and
    • Past job experiences
  • Willingness
    • To take responsibility
    • Motivation
    • Commitment
organizational health principles
Organizational Health Principles
  • A principle-centered mission provides purpose and true-north direction.
  • Choices rather than circumstances control outcomes. People and organizations have the freedom to choose and are responsible for their choices.
  • Trust empowers others.
organizational health principles11
Organizational Health Principles
  • The whole is greater than the sum of the parts.
  • Effective relationships require mutual benefit.
  • Quality Production (results) requires continual development of production capability.
organizational health leadership beliefs
Organizational HealthLeadership Beliefs
  • We believe all decisions should be consistent with our mission and goals, should be data based, should be anchored in sound theory and practice, and should be focused on what is best for the short and long term interests of all students.
  • We believe all decisions should be made at the most appropriate level in the organization and should be as close to the point of implementation as possible.
organizational health leadership beliefs13
Organizational HealthLeadership Beliefs
  • We believe our behavior should promote and encourage empowerment throughout our organization.
  • We believe we have an obligation to establish and maintain cohesive interdependent teams that have a high commitment to the organization’s mission and goals.
organizational health leadership beliefs14
Organizational HealthLeadership Beliefs
  • We believe our behavior should promote and encourage professional autonomy and interdependence for individuals throughout the organization.
  • We believe that we have an obligation to build in quality control and quality assurance strategies throughout the organization.
slide15

We believe all decisions should be consistent with our mission and goals, should be data based, should be anchored in sound theory and practice, and should be focused on what is best for the short and long term interests of all students.

  • Where are we going?
slide16

We believe all decisions should be made at the most appropriate level in the organization and should be as close to the point of implementation as possible.

  • Knowledge
  • Skill
  • Commitment
  • Time
we believe our behavior should promote and encourage empowerment throughout our organization
We believe our behavior should promote and encourage empowerment throughout our organization.
  • Power – “the capacity to influence outcomes”
  • Position Power
  • Personal Power
  • Principle-Centered Power
we believe our behavior should promote and encourage empowerment throughout our organization19
We believe our behavior should promote and encourage empowerment throughout our organization.
  • Leaders must choose a power base
    • Growth by direction
    • Growth by collaboration
    • Growth by delegation
we believe our behavior should promote and encourage empowerment throughout our organization20
We believe our behavior should promote and encourage empowerment throughout our organization.
  • Tools for building leadership capacity
    • Legacy power
    • Referent power
    • Expert power
    • Information power
    • Reward
    • Connective
    • Coercive
slide22

We believe we have an obligation to establish and maintain cohesive interdependent teams that have a high commitment to the organization’s mission and goals.

Stages of Team Development

  • Testing or playing it safe as individuals
  • Infighting between individuals or cliques
  • Getting organized as a team
  • Achieving mature closeness as a team
  • Getting organized as interdependent teams, and
  • Achieving mature closeness as a total system
slide24
We believe our behavior should promote and encourage professional autonomy and interdependence for individuals throughout the organization.
  • Leaders must promote freedom and responsibility
  • Leaders must promote autonomy
  • Leaders must promote personal growth and development
growth by directing dependence with accountability
Growth by Directing: Dependence with Accountability
  • Guiding Practice
  • Supervising Closely
  • Monitoring and Evaluating
growth by coordinating developing independence with responsibility
Growth by Coordinating: Developing Independence with Responsibility
  • Orchestrating
  • Collaborating
growth by delegating developing interdependence within the professional community
Growth by Delegating: Developing Interdependence within the Professional Community
  • Providing Autonomy
  • Cheerleading
slide28
We believe that we have an obligation to build in quality control and quality assurance strategies throughout the organization.
  • Leaders are responsible for organization alignment
    • Right mission
    • Right people
    • Right structures
    • Right processes
    • Right information
    • Right decisions
    • Right consequences
functioning in the fish bowl
Functioning in the Fish Bowl
  • Leadership is highly visible inside and outside of the organization
    • Planning
    • Organizing
    • Influencing
    • Controlling
functioning in the fish bowl30
Functioning in the Fish Bowl
  • Leaders must attend to the perceived organizational health needs of the organization
  • Leaders must monitor perceptions and reality
organizational health31
Organizational Health
  • An organization’s ability to function effectively, to cope adequately, to change appropriately, and to grow from within.
organizational health instrument
Organizational Health Instrument
  • Valid and reliable diagnostic tool
  • Data for understanding internal dynamics of the organization
  • Data to support change, validate processes, confirm alignment
dimensions of organizational health
Dimensions of Organizational Health
  • Goal Focus
  • Communication Adequacy
  • Optimal Power Equalization
  • Resource Utilization
  • Cohesiveness
  • Morale
  • Innovativeness
  • Autonomy
  • Adaptation
  • Problem-solving Adequacy
organizational health and student performance
Organizational Health and Student Performance
  • Keeping an organization “healthy” enhances its potential for being productive and becoming more productive.
  • Dimensions highly associated with student performance
    • Goal Focus
    • Cohesiveness
    • Adaptation
    • Autonomy