Coordination
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This presentation discusses coordination and its importance in organizations. Coordination refers to the organization of different elements to enable effective teamwork. It is a managerial function that ensures business activities are properly adjusted and linked. Coordination encourages team spirit, gives direction, facilitates motivation, optimizes resource use, and helps achieve goals quickly. Methods of coordination include delegation, evaluation, policies and procedures. A successful coordination framework requires leadership commitment, stakeholder buy-in, agreed outcomes, appropriate governance, resources, and performance measurement. A good coordinator exhibits strong leadership and management skills.
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Co ordination & approaches to co-ordination
1) The document discusses coordination, which it defines as the orderly synchronization of efforts to achieve unity of action and accomplish organizational objectives.
2) It identifies the key elements of coordination as balancing, timing, and integrating activities.
3) The document outlines different types of coordination including internal and external coordination as well as vertical and horizontal coordination between organizational units.
Coordination
Coordination involves organizing different people or things to work together towards a common goal. There are various types of coordination including internal/external, vertical/horizontal, and procedural/substantive. Coordination is essential in all management functions like planning, organizing, staffing, directing, communicating, leading, motivating, and controlling. It requires clear objectives, effective communication, and leadership. The key importance of coordination is the integration of group efforts to achieve higher efficiency while resolving conflicts.
Coordination
Co-ordination is the essence of management (because it permeates all levels of management). It is implicit and inherent in all functions of management.
Types of coordination
There are different types of coordination within an organization: internal coordination between departments, and external coordination with outside stakeholders. Coordination can also be vertical between levels of management, or horizontal between departments on the same level. Effective coordination requires clear planning, communication, leadership, and ongoing effort through techniques like committees, liaison roles, and voluntary cooperation between units. The principles of coordination are direct contact, early planning, recognizing interdependence, and continuous effort.
Coordination
This document discusses the concept and importance of coordination in management. It defines coordination as synchronizing the efforts of different departments and individuals to achieve common objectives. Coordination is essential to management as it binds the functions together and ensures unity of action. The need for coordination arises due to factors like organizational growth, functional differentiation, and specialization. Coordination must occur at all management levels and be a deliberate, continuous process. It integrates group efforts while ensuring cooperation between individuals and departments.
COORDINATION
The document discusses coordination in organizations. It defines coordination as organizing different people or things to work together for a common goal. It provides examples of how coordination is important for various management functions like planning, organizing, staffing, directing, communicating, motivating and controlling. It emphasizes that coordination is essential for management as it affects all management functions and helps achieve objectives efficiently with optimal resource utilization.
Coordination — the essence of management
The document discusses coordination as the essence of management. It states that coordination involves synchronizing the diverse groups within an organization towards a common goal. Coordination is implicit in all managerial functions like planning, organizing, leading, and controlling. It ensures harmony among individual efforts and the orderly arrangement of activities needed to achieve organizational objectives. The process of coordination begins during planning and continues through execution and control to facilitate unity of action across the organization.
Coordination
A manager has to perform interrelated functions in the process of managing an organisation which is a system made up of different interlinked and interdependent
subsystems.
It is the common thread that runs through all activities such as purchase, production, sales, and finance to ensure continuity in the working of the organisation.
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Co ordination & approaches to co-ordination
1) The document discusses coordination, which it defines as the orderly synchronization of efforts to achieve unity of action and accomplish organizational objectives.
2) It identifies the key elements of coordination as balancing, timing, and integrating activities.
3) The document outlines different types of coordination including internal and external coordination as well as vertical and horizontal coordination between organizational units.
Coordination
Coordination involves organizing different people or things to work together towards a common goal. There are various types of coordination including internal/external, vertical/horizontal, and procedural/substantive. Coordination is essential in all management functions like planning, organizing, staffing, directing, communicating, leading, motivating, and controlling. It requires clear objectives, effective communication, and leadership. The key importance of coordination is the integration of group efforts to achieve higher efficiency while resolving conflicts.
Coordination
Co-ordination is the essence of management (because it permeates all levels of management). It is implicit and inherent in all functions of management.
Types of coordination
There are different types of coordination within an organization: internal coordination between departments, and external coordination with outside stakeholders. Coordination can also be vertical between levels of management, or horizontal between departments on the same level. Effective coordination requires clear planning, communication, leadership, and ongoing effort through techniques like committees, liaison roles, and voluntary cooperation between units. The principles of coordination are direct contact, early planning, recognizing interdependence, and continuous effort.
Coordination
This document discusses the concept and importance of coordination in management. It defines coordination as synchronizing the efforts of different departments and individuals to achieve common objectives. Coordination is essential to management as it binds the functions together and ensures unity of action. The need for coordination arises due to factors like organizational growth, functional differentiation, and specialization. Coordination must occur at all management levels and be a deliberate, continuous process. It integrates group efforts while ensuring cooperation between individuals and departments.
COORDINATION
The document discusses coordination in organizations. It defines coordination as organizing different people or things to work together for a common goal. It provides examples of how coordination is important for various management functions like planning, organizing, staffing, directing, communicating, motivating and controlling. It emphasizes that coordination is essential for management as it affects all management functions and helps achieve objectives efficiently with optimal resource utilization.
Coordination — the essence of management
The document discusses coordination as the essence of management. It states that coordination involves synchronizing the diverse groups within an organization towards a common goal. Coordination is implicit in all managerial functions like planning, organizing, leading, and controlling. It ensures harmony among individual efforts and the orderly arrangement of activities needed to achieve organizational objectives. The process of coordination begins during planning and continues through execution and control to facilitate unity of action across the organization.
Coordination
A manager has to perform interrelated functions in the process of managing an organisation which is a system made up of different interlinked and interdependent
subsystems.
It is the common thread that runs through all activities such as purchase, production, sales, and finance to ensure continuity in the working of the organisation.
Coordination presentation
This presentation discusses coordination and defines it as the organization of different elements of a complex body or activity to enable effective work. Coordination is a managerial function that properly adjusts and interlinks different business activities. Some key features of coordination include that it is essential to management, requires deliberate effort, and facilitates cooperation between different parts. The importance of coordination is that it encourages team spirit, gives proper direction, facilitates motivation, helps achieve objectives, and improves organizational efficiency and goodwill. Methods of coordination include various administration tools, delegation, evaluation, policies and procedures. Elements of successful coordination are leadership commitment, agreed outcomes, appropriate governance frameworks, sufficient resources, and a culture that supports coordination.
Management Coordination
This document discusses coordination in organizations. It defines coordination as ensuring unity of action and synchronization of efforts to achieve objectives efficiently. Coordination is needed to reconcile goals, provide direction, integrate individual efforts, and improve employee morale and retention. Problems can include slower decision making due to formal procedures and difficulty reconciling different views. Effective coordination requires departments to work harmoniously, be informed of their roles, and constantly adjust schedules. Coordination can occur vertically between levels, horizontally between departments, internally between organizational units, or externally with suppliers and distributors.
Art of Co-ordination - Management Principles
Art of Co-ordination - Management PrinciplesWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
The document discusses coordination in management. It defines coordination as balancing teams' work to ensure tasks are allocated appropriately and performed harmoniously. Coordination is important for achieving unity of action and common objectives without wasted time and resources. It discusses techniques like clearly defined objectives, effective communication, and sound organizational structure to facilitate coordination within and outside an organization. The document also covers types of coordination like internal, vertical, horizontal and external coordination. Oragnization coordination
Coordination is essential for the effective functioning of any organization. In a hospital setting, lack of coordination among doctors, nurses and technicians in the operating theatre could lead to poor results or mistakes during surgery. Coordination requires integrating the efforts of different parts of an organization toward a common goal in an orderly manner. Some principles of coordination include making sure decisions in one department don't negatively impact another, maintaining continuity of processes from start to finish, and direct communication between managers and employees. Barriers to effective coordination include self-interest, unclear rules and procedures, poor communication, lack of trust, and insufficient resources. Coordination can be achieved through methods like mutual adjustment between teams, direct supervision, standardization of work processes and outputs, and
Coordination
Coordination involves synchronizing the efforts of subordinates to achieve organizational objectives. It integrates diverse interests, balances activities, and adjusts time schedules. Coordination gives a common direction to group efforts and ensures unity of action across departments as it is a continuous, pervasive, and deliberate function performed by all managers. Coordination is important due to an organization's size, functional differentiation, and specialization. It establishes cooperation through both formal and informal relations.
Coordination
Coordination involves synchronizing the efforts of individuals and units to achieve organizational goals. It is a continuous and dynamic process that emphasizes unity of effort and is the responsibility of every manager. Proper coordination ensures that all functions and activities are complementary and contribute positively to overall performance. It brings satisfaction to employees and smooths information flow. Techniques for effective coordination include the chain of command, leadership, committees, staff meetings, and self-coordination.
Coordination
This document discusses coordination in management. It defines coordination as balancing and keeping together a team by allocating tasks suitably and ensuring harmony. Coordination is essential where people work together toward a common goal. There are various types of coordination including internal/external and vertical/horizontal. Principles of effective coordination include early start, direct contact, continuity and integration. Approaches to coordination include standardization, plans/schedules, and mutual adjustments between units. The conclusion states that no single approach is best and the appropriate approach depends on factors like organization size and complexity.
Co ordination.ppt
Coordination involves harmonizing all activities of an organization to facilitate its working and success. The key principles of coordination include direct personal contact, early coordination during planning, reciprocity between interdependent factors, and continuity as an ongoing process. Coordination is a basic management responsibility that requires unity of purpose and continuous effort, especially in group work. Effective coordination techniques include sound planning, simplified organization structures, committees to address interdepartmental issues, self-coordination through horizontal communication, effective leadership and communication, and use of the chain of command. Barriers to coordination can arise from issues like competition, threats to autonomy, disagreements, differing expectations, lack of trust, perceived costs and benefits, unilateral actions, staff turnover, and poor
Co ordination
Coordination is the management of interdependence between individuals and groups to achieve common goals. It involves synchronizing efforts and keeping expenditures proportionate to resources. Coordination is important for integrating group efforts, facilitating mutual dependence, resolving conflicts, developing team spirit, motivating subordinates, achieving better relations, optimizing resource use, and improving efficiency. Elements of successful coordination include leadership commitment, defined joint outcomes, appropriate governance frameworks, performance measurement, the right representation and skills, and shared culture and values.
coordination
defining coordination
requisites of coordination
features of coordination
sign and symptoms of lack of coordination
(view in slide show for better viewing)
Coordination
This document discusses the principles, techniques, and essentials of coordination in organizations. It defines coordination as the integration of group efforts to achieve organizational objectives and overcome conflicts between units. The key techniques of coordination mentioned are the chain of command, leadership, committees, staff meetings, and special coordinators. The essentials for effective coordination include well-defined authority and responsibilities, effective communication systems, clear work procedures, and provisions for checks and introspection. The principles of coordination discussed are direct contact, coordination at early stages, continuity, dynamism, timing, and reciprocal relationships between organizational members.
Co-ordination & Follet’s four principles of Co-ordination
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This document discusses organizing and organization. It presents two views of social welfare administration: the POSDCoRB view and the integral view. The POSDCoRB view refers to Gulick's "magic formula" of planning, organizing, staffing, directing, coordinating, reporting and budgeting. Organizing involves dividing and grouping work, defining responsibilities, and establishing relationships to enable efficient work. The document discusses the importance, process, structures and purposes of organizing in organizations.
Coordination
This document discusses coordination as a management function. It provides definitions of coordination from various authors that emphasize harmonizing activities to facilitate working towards common goals. Coordination is characterized as essential for management, ongoing, and required for group efforts but not individual efforts. Techniques for effective coordination discussed include planning, communication, leadership, and committees. The importance of coordination is also highlighted for efficiency, effectiveness, and unity of direction. Coordination is distinguished from cooperation in that coordination is a deliberate system imposed by managers while cooperation is voluntary informal efforts to help one another.
Principles of coordination
Mary Parker Follett proposed four main principles of coordination: 1) coordination should start early, 2) coordination should be continuous, 3) managers should have direct contact with subordinates, and 4) the decisions of one person/department will affect others so their effects must be considered. Later, four additional principles were added: 5) effective communication is needed, 6) there must be mutual respect, 7) objectives must be clear, and 8) authority and responsibility should be aligned. Follett's principles aim to make coordination effective in organizations.
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Organizing is the process of identifying and grouping the work to be performed, Defining and delegating defining and delegating responsibility and authority and establishing relationship for the purpose of enabling people to work most effectively together in accomplishing objectives
Coordination And Communication
How people should coordinate with the other employees of the organisation. How communication is a key factor in any organisation.
Coordination ppt
The document discusses coordination and its importance in management. Coordination involves harmonizing the interaction of parts and is essential for group activities. It requires integrating efforts, resolving conflicts, and encouraging cooperation to achieve higher efficiency and success. The manager is responsible for coordinating the team's work and motivating subordinates to work towards shared goals. Without proper coordination, there is no organization just separate experiences.
Principles of co ordination
This document outlines principles of coordination in management. It defines coordination as different people or things working together to achieve goals. Some key principles discussed include:
- Follett's four principles of early stage, continuity, direct contact, and reciprocal relations.
- Additional principles of effective communication, mutual respect between managers and employees, clarity of objectives, and following the scalar chain of command.
Coordination is said to be essential for management as it leads to efficiency, unity of direction, good relations, and organizational effectiveness. A good coordinator who follows these principles is considered a good leader and manager.
Co ordination
This document discusses coordination and delegation. It defines coordination as the integrating process of group efforts towards a common objective. Coordination requires group effort, unity of action, and is a continuous and pervasive function that is the responsibility of all managers. Delegation is defined as transferring responsibility to subordinates. The key characteristics of delegation are that only higher authorities can delegate, delegation does not involve a transfer of final authority or power, and delegation can be full, half, conditional, formal or informal. Principles of effective delegation include assignments being written, specific, having equal authority and responsibility, being properly planned, choosing the right person, and having a good reporting system.
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Coordination presentation
This presentation discusses coordination and defines it as the organization of different elements of a complex body or activity to enable effective work. Coordination is a managerial function that properly adjusts and interlinks different business activities. Some key features of coordination include that it is essential to management, requires deliberate effort, and facilitates cooperation between different parts. The importance of coordination is that it encourages team spirit, gives proper direction, facilitates motivation, helps achieve objectives, and improves organizational efficiency and goodwill. Methods of coordination include various administration tools, delegation, evaluation, policies and procedures. Elements of successful coordination are leadership commitment, agreed outcomes, appropriate governance frameworks, sufficient resources, and a culture that supports coordination.
Management Coordination
This document discusses coordination in organizations. It defines coordination as ensuring unity of action and synchronization of efforts to achieve objectives efficiently. Coordination is needed to reconcile goals, provide direction, integrate individual efforts, and improve employee morale and retention. Problems can include slower decision making due to formal procedures and difficulty reconciling different views. Effective coordination requires departments to work harmoniously, be informed of their roles, and constantly adjust schedules. Coordination can occur vertically between levels, horizontally between departments, internally between organizational units, or externally with suppliers and distributors.
Art of Co-ordination - Management Principles
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The document discusses coordination in management. It defines coordination as balancing teams' work to ensure tasks are allocated appropriately and performed harmoniously. Coordination is important for achieving unity of action and common objectives without wasted time and resources. It discusses techniques like clearly defined objectives, effective communication, and sound organizational structure to facilitate coordination within and outside an organization. The document also covers types of coordination like internal, vertical, horizontal and external coordination. Oragnization coordination
Coordination is essential for the effective functioning of any organization. In a hospital setting, lack of coordination among doctors, nurses and technicians in the operating theatre could lead to poor results or mistakes during surgery. Coordination requires integrating the efforts of different parts of an organization toward a common goal in an orderly manner. Some principles of coordination include making sure decisions in one department don't negatively impact another, maintaining continuity of processes from start to finish, and direct communication between managers and employees. Barriers to effective coordination include self-interest, unclear rules and procedures, poor communication, lack of trust, and insufficient resources. Coordination can be achieved through methods like mutual adjustment between teams, direct supervision, standardization of work processes and outputs, and
Coordination
Coordination involves synchronizing the efforts of subordinates to achieve organizational objectives. It integrates diverse interests, balances activities, and adjusts time schedules. Coordination gives a common direction to group efforts and ensures unity of action across departments as it is a continuous, pervasive, and deliberate function performed by all managers. Coordination is important due to an organization's size, functional differentiation, and specialization. It establishes cooperation through both formal and informal relations.
Coordination
Coordination involves synchronizing the efforts of individuals and units to achieve organizational goals. It is a continuous and dynamic process that emphasizes unity of effort and is the responsibility of every manager. Proper coordination ensures that all functions and activities are complementary and contribute positively to overall performance. It brings satisfaction to employees and smooths information flow. Techniques for effective coordination include the chain of command, leadership, committees, staff meetings, and self-coordination.
Coordination
This document discusses coordination in management. It defines coordination as balancing and keeping together a team by allocating tasks suitably and ensuring harmony. Coordination is essential where people work together toward a common goal. There are various types of coordination including internal/external and vertical/horizontal. Principles of effective coordination include early start, direct contact, continuity and integration. Approaches to coordination include standardization, plans/schedules, and mutual adjustments between units. The conclusion states that no single approach is best and the appropriate approach depends on factors like organization size and complexity.
Co ordination.ppt
Coordination involves harmonizing all activities of an organization to facilitate its working and success. The key principles of coordination include direct personal contact, early coordination during planning, reciprocity between interdependent factors, and continuity as an ongoing process. Coordination is a basic management responsibility that requires unity of purpose and continuous effort, especially in group work. Effective coordination techniques include sound planning, simplified organization structures, committees to address interdepartmental issues, self-coordination through horizontal communication, effective leadership and communication, and use of the chain of command. Barriers to coordination can arise from issues like competition, threats to autonomy, disagreements, differing expectations, lack of trust, perceived costs and benefits, unilateral actions, staff turnover, and poor
Co ordination
Coordination is the management of interdependence between individuals and groups to achieve common goals. It involves synchronizing efforts and keeping expenditures proportionate to resources. Coordination is important for integrating group efforts, facilitating mutual dependence, resolving conflicts, developing team spirit, motivating subordinates, achieving better relations, optimizing resource use, and improving efficiency. Elements of successful coordination include leadership commitment, defined joint outcomes, appropriate governance frameworks, performance measurement, the right representation and skills, and shared culture and values.
coordination
defining coordination
requisites of coordination
features of coordination
sign and symptoms of lack of coordination
(view in slide show for better viewing)
Coordination
This document discusses the principles, techniques, and essentials of coordination in organizations. It defines coordination as the integration of group efforts to achieve organizational objectives and overcome conflicts between units. The key techniques of coordination mentioned are the chain of command, leadership, committees, staff meetings, and special coordinators. The essentials for effective coordination include well-defined authority and responsibilities, effective communication systems, clear work procedures, and provisions for checks and introspection. The principles of coordination discussed are direct contact, coordination at early stages, continuity, dynamism, timing, and reciprocal relationships between organizational members.
Co-ordination & Follet’s four principles of Co-ordination
Co-ordination
Meaning
Features
Follet’s four principles of Co-ordination
Importance
Management control
Characteristics
Process
Importance
Techniques
Behavioural aspects
Organizing
This document discusses organizing and organization. It presents two views of social welfare administration: the POSDCoRB view and the integral view. The POSDCoRB view refers to Gulick's "magic formula" of planning, organizing, staffing, directing, coordinating, reporting and budgeting. Organizing involves dividing and grouping work, defining responsibilities, and establishing relationships to enable efficient work. The document discusses the importance, process, structures and purposes of organizing in organizations.
Coordination
This document discusses coordination as a management function. It provides definitions of coordination from various authors that emphasize harmonizing activities to facilitate working towards common goals. Coordination is characterized as essential for management, ongoing, and required for group efforts but not individual efforts. Techniques for effective coordination discussed include planning, communication, leadership, and committees. The importance of coordination is also highlighted for efficiency, effectiveness, and unity of direction. Coordination is distinguished from cooperation in that coordination is a deliberate system imposed by managers while cooperation is voluntary informal efforts to help one another.
Principles of coordination
Mary Parker Follett proposed four main principles of coordination: 1) coordination should start early, 2) coordination should be continuous, 3) managers should have direct contact with subordinates, and 4) the decisions of one person/department will affect others so their effects must be considered. Later, four additional principles were added: 5) effective communication is needed, 6) there must be mutual respect, 7) objectives must be clear, and 8) authority and responsibility should be aligned. Follett's principles aim to make coordination effective in organizations.
Organizing
Organizing is the process of identifying and grouping the work to be performed, Defining and delegating defining and delegating responsibility and authority and establishing relationship for the purpose of enabling people to work most effectively together in accomplishing objectives
Coordination And Communication
How people should coordinate with the other employees of the organisation. How communication is a key factor in any organisation.
Coordination ppt
The document discusses coordination and its importance in management. Coordination involves harmonizing the interaction of parts and is essential for group activities. It requires integrating efforts, resolving conflicts, and encouraging cooperation to achieve higher efficiency and success. The manager is responsible for coordinating the team's work and motivating subordinates to work towards shared goals. Without proper coordination, there is no organization just separate experiences.
Principles of co ordination
This document outlines principles of coordination in management. It defines coordination as different people or things working together to achieve goals. Some key principles discussed include:
- Follett's four principles of early stage, continuity, direct contact, and reciprocal relations.
- Additional principles of effective communication, mutual respect between managers and employees, clarity of objectives, and following the scalar chain of command.
Coordination is said to be essential for management as it leads to efficiency, unity of direction, good relations, and organizational effectiveness. A good coordinator who follows these principles is considered a good leader and manager.
Co ordination
This document discusses coordination and delegation. It defines coordination as the integrating process of group efforts towards a common objective. Coordination requires group effort, unity of action, and is a continuous and pervasive function that is the responsibility of all managers. Delegation is defined as transferring responsibility to subordinates. The key characteristics of delegation are that only higher authorities can delegate, delegation does not involve a transfer of final authority or power, and delegation can be full, half, conditional, formal or informal. Principles of effective delegation include assignments being written, specific, having equal authority and responsibility, being properly planned, choosing the right person, and having a good reporting system.
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To Prepare:
Review Fullan’s four elements of
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Review the Boylan article. Focus on the systemic leadership employed throughout the organization to implement system-wide change as you consider how you will build culture.
By Day 3 of Week 4
Post
an in-depth analysis of the four elements of Cultivating Collaborative Cultures and what they mean for special education leadership. As a special education leader, address the following:
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How will you attend to the key attributes of collaborative work to ensure deeper learning experiences for students with exceptionalities?
** IT is important to answer each question using Cultivating Collaborative Cultures (Culture of Growth, Learning Leadership, Capacity Building, and Collaborative Work).
By Day 7 of Week 4
Respond
to
two
or more of your colleagues’ postings in any of the following ways:
Expand on your colleagues’ analysis of the four elements.
Comment on any similarities you share on how you support and build a culture of growth.
RESOURCES
Fullan, M., & Quinn, J. (2016).
Coherence: The right drivers in action for schools, districts, and systems
. Thousand Oaks, CA: Corwin.
Chapter 3, “Cultivating Collaborative Cultures” (pp. 47–76)
Florian, L. (Ed.). (2014).
The SAGE handbook of special education
(2nd ed.). London, England: Sage Publications Lt
Chapter 28, “Universal Design for Learning” (pp. 4
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Initial Question
"Leadership"
Please respond to the following:
Examine the concept of participatory leadership. Propose three ways to engage in participatory leadership.
Evaluate three specific qualities of your leadership style. Examine why you feel comfortable with that approach to leadership.
Peer Response:
Participatory Leadership practices help shape the future of education in terms of possibilities and opportunities. Participatory Leadership practices and theories help us reflect on the pitfalls of oppositional talking or debating and the creative power of true dialogue. There are many ways to engage in participatory leadership (Schlechty, 2009). First participatory leadership it enables us to work with large groups using relatively minimal resources and generate meaningful information to inform evaluation design and practice. It can bring tremendous strengths to our evaluation practices as it incorporates skills to engage groups and communities in an inspiring way around what to do with the current struggles of our educational system. Second engagement is team building through collaborative efforts. The leader guides his team to produce an enterprise that is a result of group accomplish (Schlechty, 2009). To do this, he must meld a mix of diverse workers with sometimes conflicting ideas and methods. Final way to engage in participatory leadership is by engaging with other by allowing the input of suggestions of others. Participatory leadership is not a goal. It is a strategy for achieving a goal efficient delivery of quality goods and services by unlocking the human capital within the organization (ARCHIVE, 1990).
My leadership style is forever transforming to fit the needs of students, educators, and team members. Three qualities of my leadership style are a commitment, strategically focused, and, dependence on God. It is critically important that you be able to paint a vivid picture of where your group or organization is headed. In the end, you should use the vision to motivate and guide action. Make your vision a shared one with your group. I feel comfortable with my approach to leadership because it sets the tone and approach for my organization. Great leaders are aware of their own style and make the effort to learn how their style comes across to their team. They learn to flex their leadership style to individual team members so that they communicate and behave in ways that motivate and inspire. My leadership style stands forever transforming to fit the needs of students, educators, and team members.
Initial Question 2
"Changes in Schools"
Please respond to the following:
From the e-Activity, select two of the eight roles that you believe to be the most challenging to adopt. Analyze why it is difficult for schools to adopt each of these roles and provide one suggestion to facilitate the adoption of each role.
Create your own definition of effective teacher leadership. Propose three ways that effective tea ...
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Coordination
- 1. PRESENTATION TOPIC: COORDINATION Presented To, Dr. Robina Bhatti Presented By; Allah Ditta Roll #, 18 Bs (2010-2014), 5th Semester Department of library & information science The Islamia University Bahawalpur
- 2. INTRODUCTION TO COORDINATION Meaning: 1. The act of state of coordinating or of being coordinate. 2. Proper order or relationship. 3.Harmonious combination or interaction, as of function or part.
- 3. WHAT IS COORDINATION? The organization of the different elements of a complex body or activity so as to enable them to work together effectively. Coordination is a managerial function in which different activities of the business are properly adjusted and interlinked.
- 4. FEATURES OF COORDINATION Essence of management. Managerial responsibility. Deliberate effort. Creativity. Continue process. Required in group activity. Different cooperation. System concept.
- 5. IMPORTANCE OF COORDINATION Coordination encourages team spirit. Coordination gives proper direction. Coordination facilitates motivation. Coordination makes optimum utilization of resources. Coordination helps to achieve objectives quickly. Coordination improves relations in the organization. Coordination leads to higher efficiency. Coordination improves goodwill of the organization.
- 6. METHODS OF COORDINATION Various administration tool. Delegation. Evaluation. Financial statement. Performance management. Policies and procedures. Quality control and operation management. Risk, safety and liabilities.
- 7. FRAME WORK OF GOOD COORDINATION
- 8. The mandate dimension: -Leadership commitment ELEMENT OF SUCCESSFUL COORDINATION -Minister and stakeholders` buy in -Define and agreed joint outcomes The system dimension: -Appropriate and documented governance and accountability framework. -Sufficient and appropriate resources. -Process to measure performance from established baseline. The behavior dimension: -Right representation, skill and team leadership. -organizational culture that support coordination. -Shared culture, language and values.
- 9. CONCLUSION A good coordinator is a good leader And A good leader is a good manager.