Reframing Project. Sara Mills EDSE 843 Spring 2008. Human Resources Frame. “The key challenge is to tailor organizations to individuals – to find a way for people to get the job done while feeling good about what they are doing.” (Bolman and Deal, 2003, p. 14). Addressing the Need.
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“The key challenge is to tailor organizations to individuals – to find a way for people to get the job done while feeling good about what they are doing.” (Bolman and Deal, 2003, p. 14)
Argyris and Schon’s Theories for Action – Model II Assumptions:
(in Bolman and Deal, 2003, pg. 163-168)
Fullan’s (2001) focus on “Relationships, relationships, relationships”:
Bolman and Deal (2003) highlight importance of investing in employees by creating a learning organization, which requires:
Knowledge Building (Fullan, 2001)
(Van Krogh et al., 2000, in Fullan)
“If employees are unclear about what they are supposed to be doing, they often shape their role around personal preferences instead of organizational goals, frequently leading to problems.” (Bolman and Deal, 2003, pg. 70)
“Lateral communication works best when a complex task is performed in a turbulent, fast-changing environment.” (Bolmanand Deal, 2003, pg. 56).
Third Grade Team
(Katzenback and Smith, 1993, in Bolman and Deal, 2003, pg. 106)
“[Instructional] design . . . . can be viewed not as a rational expression of an organization’s goals but as a political embodiment of contending claims.” (Bolman and Deal, 2003, p.225)
(Bolman and Deal, 2003, p. 205)
Opposed to Change
Bolman and Deal (2003) identify four principals of moral judgment:
“The structure of public schools is largely symbolic.” (Bolman and Deal, 2003, pg. 275)
What can administrators do to facilitate inclusive practices and co-teaching in schools?