The document discusses planning in education. It defines planning as a process of decision making for future actions to achieve objectives through optimal resource use. Key aspects of planning discussed include approaches to planning, perspective planning, institutional planning, and manpower planning. The document outlines the methodology of educational planning, including diagnosing the situation, setting targets, developing intervention strategies, costing and budgeting, implementation, monitoring, and evaluation.
This document discusses different perspectives in strategic planning, including down-board thinking, paradigm shifts, and planning orientations. Down-board thinking involves considering future scenarios and competitor responses several moves ahead. A paradigm shift requires changing old ways of thinking to a more flexible framework suited to current reality. There are three planning orientations: system approach views the organization holistically; mega-level looks at different environmental levels; and outside-in plans from society's perspective and challenges the status quo. Traditional management focuses on control while management in a learning organization balances human and business systems to understand connections and inspire learning.
Fundamental Concepts of STRATEGIC PLANNINGMariyah Ayoniv
Strategic planning is an organization's process of defining its strategy or direction to allocate resources to pursue its strategy. It generally deals with what the organization does, who it does it for, and how it excels. Strategic planning involves analyzing the internal and external environment, setting goals and objectives, identifying strategies with timelines and tasks, allocating resources, implementing plans, and evaluating results. The key aspects of strategic planning include clarifying objectives, diagnosing current conditions, assessing alternatives, translating plans into action, and adjusting through evaluation.
The document discusses different types of educational planning. There are four main types: 1) based on time span - short, middle, and long-term planning; 2) based on level - micro, macro, and grassroots planning; 3) based on people involved - individual, group, institutional, and developmental planning; 4) based on nature - master, basic, and standing planning. Educational planning is the process of setting strategies and standards in advance to achieve educational objectives.
Why indicators for educational planning by sajjad awan ph d scholar te planningMalik Sajjad Ahmad Awan
The document discusses educational indicators and their use in planning education systems. It defines indicators as tools that provide information on the state of an education system. Indicators should measure progress towards objectives, identify problems, and meet policy concerns. A good indicator is relevant, able to summarize information, precise and comparable, and reliable. The document provides examples of how indicators have been used in education systems in Uganda, Bangladesh, and Kenya to measure outputs and assess various stages of development programs. It also discusses the limitations of tools like the log frame model in evaluation.
Christine Lewis & Dr. Wm. A. Kritsonisguestcc1ebaf
The document discusses strategic planning in schools and how educational leaders can improve it. It proposes incorporating the six realms of meaning from Kritsonis (2007) into strategic planning: symbolics, empirics, esthetics, synnoetics, ethics, and synoptics. Doing so could help move strategic planning from a modern to postmodern approach and improve schools by creating detailed, collaborative plans focused on student success.
Theories of Planning by: Dr. Eusebio F. Miclat Jr. Development Planning & Bu...Jo Balucanag - Bitonio
This document discusses theories, concepts, and rationale of strategic planning. It describes different theories of strategic planning including philosophical synthesis, rationalism, organizational development, and empiricism. It also discusses concepts of strategic planning in the context of business, administration, and socio-economic development. Finally, it outlines various purposes of strategic planning such as orienting organizations to community needs, establishing priorities amid limited resources, and realistically forecasting events through an exercise in "futurology".
The document discusses different approaches to planning early childhood education programs. It describes the developmental approach, which focuses on developing the whole child across social, physical, language, intellectual, creative, and emotional domains. It also outlines the curriculum area approach, which is organized by subject areas, and the thematic approach, also called an integrated curriculum, which allows children to explore topics in depth through related activities across subjects. Finally, it discusses the project approach or emergent curriculum, where children explore real topics of immediate interest through applying their skills creatively.
The document discusses planning in education. It defines planning as a process of decision making for future actions to achieve objectives through optimal resource use. Key aspects of planning discussed include approaches to planning, perspective planning, institutional planning, and manpower planning. The document outlines the methodology of educational planning, including diagnosing the situation, setting targets, developing intervention strategies, costing and budgeting, implementation, monitoring, and evaluation.
This document discusses different perspectives in strategic planning, including down-board thinking, paradigm shifts, and planning orientations. Down-board thinking involves considering future scenarios and competitor responses several moves ahead. A paradigm shift requires changing old ways of thinking to a more flexible framework suited to current reality. There are three planning orientations: system approach views the organization holistically; mega-level looks at different environmental levels; and outside-in plans from society's perspective and challenges the status quo. Traditional management focuses on control while management in a learning organization balances human and business systems to understand connections and inspire learning.
Fundamental Concepts of STRATEGIC PLANNINGMariyah Ayoniv
Strategic planning is an organization's process of defining its strategy or direction to allocate resources to pursue its strategy. It generally deals with what the organization does, who it does it for, and how it excels. Strategic planning involves analyzing the internal and external environment, setting goals and objectives, identifying strategies with timelines and tasks, allocating resources, implementing plans, and evaluating results. The key aspects of strategic planning include clarifying objectives, diagnosing current conditions, assessing alternatives, translating plans into action, and adjusting through evaluation.
The document discusses different types of educational planning. There are four main types: 1) based on time span - short, middle, and long-term planning; 2) based on level - micro, macro, and grassroots planning; 3) based on people involved - individual, group, institutional, and developmental planning; 4) based on nature - master, basic, and standing planning. Educational planning is the process of setting strategies and standards in advance to achieve educational objectives.
Why indicators for educational planning by sajjad awan ph d scholar te planningMalik Sajjad Ahmad Awan
The document discusses educational indicators and their use in planning education systems. It defines indicators as tools that provide information on the state of an education system. Indicators should measure progress towards objectives, identify problems, and meet policy concerns. A good indicator is relevant, able to summarize information, precise and comparable, and reliable. The document provides examples of how indicators have been used in education systems in Uganda, Bangladesh, and Kenya to measure outputs and assess various stages of development programs. It also discusses the limitations of tools like the log frame model in evaluation.
Christine Lewis & Dr. Wm. A. Kritsonisguestcc1ebaf
The document discusses strategic planning in schools and how educational leaders can improve it. It proposes incorporating the six realms of meaning from Kritsonis (2007) into strategic planning: symbolics, empirics, esthetics, synnoetics, ethics, and synoptics. Doing so could help move strategic planning from a modern to postmodern approach and improve schools by creating detailed, collaborative plans focused on student success.
Theories of Planning by: Dr. Eusebio F. Miclat Jr. Development Planning & Bu...Jo Balucanag - Bitonio
This document discusses theories, concepts, and rationale of strategic planning. It describes different theories of strategic planning including philosophical synthesis, rationalism, organizational development, and empiricism. It also discusses concepts of strategic planning in the context of business, administration, and socio-economic development. Finally, it outlines various purposes of strategic planning such as orienting organizations to community needs, establishing priorities amid limited resources, and realistically forecasting events through an exercise in "futurology".
The document discusses different approaches to planning early childhood education programs. It describes the developmental approach, which focuses on developing the whole child across social, physical, language, intellectual, creative, and emotional domains. It also outlines the curriculum area approach, which is organized by subject areas, and the thematic approach, also called an integrated curriculum, which allows children to explore topics in depth through related activities across subjects. Finally, it discusses the project approach or emergent curriculum, where children explore real topics of immediate interest through applying their skills creatively.
This document discusses educational leadership and management. It defines leadership as concerned with vision and values, while management relates to coordinating organizational tasks and structures. Both leadership and management skills are needed for school improvement. The document outlines different theories and types of leadership, including instructional, bureaucratic, visionary, entrepreneurial, transactional, and transformational leadership. It emphasizes that the context determines what type of leadership is most appropriate. Pedagogical leadership focuses on student learning and developing a shared vision. Effective leadership requires articulating values, interpersonal skills, and focusing on student growth.
Implementation is defined as a specified set of activities designed to put into practice an activity or program of known dimensions. According to this definition, implementation processes are purposeful and are described in sufficient detail such that independent observers can detect the presence and strength of the "specific set of activities" related to implementation. In addition, the activity or program being implemented is described in sufficient detail so that independent observers can detect its presence and strength.
The document discusses evaluation in educational planning. It defines evaluation as the systematic collection of information about programs to make judgments and improve effectiveness. It states that all aspects of education can be evaluated, including policies, plans, programs, performance, resources, and outcomes. The functions of evaluation are to identify goals and strategies, determine consequences of alternatives, provide data for resource allocation, and help reform goals and policies. Common evaluation methods include monetary, overview, and multicriteria analyses. The document also outlines the types of evaluations like impact, performance, and process evaluations.
this is about the different theories related to planning in management practices. useful for freshers to mgmt. studies and also may be for Entrepreneur
This document discusses the leadership roles and tasks necessary to effectively implement strategic planning. It identifies understanding context and people, sponsoring the process, championing the process, facilitating discussion, fostering collective leadership, and making and enforcing decisions as key tasks. Effective strategic planning requires leaders to appreciate history but not be constrained by it, tailor the process to their organization, use discussion to develop a shared vision and identify actions, and make decisions through collaborative forums and by resolving disputes.
This document discusses perspectives in strategic planning. It outlines three key perspectives: 1) Down-board thinking, which involves looking several moves ahead to anticipate responses, 2) Paradigm shift, which requires changing old ways of thinking to adapt to new realities, and 3) Planning orientation, which should take a systems approach, consider the mega-level environment including society, and use outside-in planning to identify opportunities to benefit society. Effective strategic planning requires managers to consider these perspectives.
Philosophies of educational planning and resource managementGeraldine Cachero
This document outlines several key aspects of educational planning and resource management, including curriculum planning, allocation of resources, monitoring and evaluation, human resources management, conflict management, risk management, community participation, strategic management, and school budgeting. The goal is to help educational institutions effectively organize their resources and curriculum to achieve learning objectives. Monitoring and evaluation frameworks help ensure strategies and activities align with goals. Conflict management and risk management also help address challenges. Community participation, strategic planning, and school-based budgeting further support resource allocation and improvement of educational quality and access.
This document discusses the preparation phase of the strategic planning process. It involves organizing and staffing the planning effort through the creation of leadership positions and committees to oversee planning. It also involves training participants to ensure they have the knowledge and skills for effective strategic planning. Examples provided include organizing a university planning council and executive committee, as well as conducting a training program on strategic planning facilitated by a consultant. The goal of preparation is to properly structure the planning process and equip participants for their roles in developing strategic plans.
Hinderences in education planning By Sajjad Awan PhD Scholar TE PlanningMalik Sajjad Ahmad Awan
Educational planning aims to properly allocate resources to achieve educational goals. However, there are several hindrances that can obstruct educational planning, including shortsightedness, poor goal definition, lack of coordination, insufficient data, and scarce resources. Additionally, unrealistic expectations, inadequate administrative structures, demographic challenges, political and social factors, religious issues, natural barriers, and operational difficulties can all impede effective educational planning. For planning to be successful, it must be goal-oriented, viable, flexible, balanced, innovative, and ensure the best use of resources.
This document provides an overview of assessment, evaluation, measurement and related topics. It defines key terms like assessment, evaluation, measurement and examination. It discusses the purpose, importance and principles of assessment. It distinguishes between formative and summative assessment as well as the differences between measurement and evaluation. The document also covers topics like roles of assessment, assessment for/as/of learning, and the relationship between assessment and evaluation.
Y. DROR defined planning as preparing decisions for the future aimed at achieving goals optimally. Educational planning establishes objectives and targets for educational development over a defined period using resources properly. Planning is a dynamic ongoing process, not static, that results in recommendations to be approved and implemented. Planning involves linked decisions that solve problems, facilitate decision-making, and are action-oriented, implementable, and based on management rather than just theory. Planning notes existing arrangements and sets future directions, but decisions must be made now to determine those directions, which are articulated through goals, objectives and targets over time frames to be achieved through cost-effective and efficient management of funds and resources including community participation.
Trends, issues & concerns in school administration & supervisionchiriter
This document discusses trends, issues, and concerns in school administration and supervision in the Philippines. It identifies five key trends: 1) expansion of educational opportunities and services which will test administrators, 2) greater emphasis on educational planning to establish goals and priorities, 3) increasing democratization of school administration to be more inclusive, 4) greater reliance on research and scientific inquiry to solve educational problems, and 5) increased use of Philippine-oriented instructional materials to promote nationalism. Educational planning principles highlighted include linking education to national development goals and establishing long-term, cost-effective plans.
This document provides an introduction to the course EDA 811: Concept and Theories of Educational Administration and Planning offered by the National Open University of Nigeria. The course is a core 2-credit course for students pursuing a M.Ed in Administration and Planning. The course aims to expose students to key concepts and theories in educational administration and planning to help them better perform administrative roles in educational settings. The 19 units will cover topics such as the nature of administration, organizational principles and theories, decision making, school administration, educational planning approaches, and the administration of education in Nigeria. Upon completing the course, students should have an understanding of important concepts and theories and be able to apply them to practice administrative tasks and roles in education.
Educational administration is important for effectively leading educational institutions. It involves understanding theoretical concepts and best practices. Educational administration has aspects in common with other fields of management but also unique characteristics that deserve distinctive treatment. The basic purpose of an educational administrator is to enhance teaching and learning by coordinating programs and resources to achieve shared institutional goals and visions.
Dr. Bobbie Eddins, Dr. Jeffrey Kirk, Dr. Dorleen Hooten, Dr. Brenda Russell -...William Kritsonis
Dr. Bobbie Eddins, Dr. Jeffrey Kirk, Dr. Dorleen Hooten, Dr. Brenda Russell - Published in NFEAS JOURNAL, 31(1) 2013-2014 - Dr. William Allan Kritsonis, Editor-in-Chief, NATIONAL FORUM JOURNALS (Founded 1982) - www.nationalforum.com
The document discusses approaches to curriculum management. It describes Deming's model of plan, do, study, act as a preferred approach that requires constant evaluation, implementation, attention and research. This collaborative model uses data-driven decision making at each stage of planning, doing/studying, and acting. In contrast, some schools manage curriculum in isolation without input or research. The document advocates using Deming's model to develop curriculum, gathering data, involving stakeholders, examining implications, and connecting the curriculum to the school's overall philosophy before implementation. Curriculum mapping is also discussed as a grassroots method that promotes consistency, removes top-down control and builds collaboration.
This document discusses the need for research in educational management. It notes that there is a gap between theoretical research and practical application in the field of educational leadership and management. Several areas of educational management that could benefit from further research are identified, including administering adult education programs, curriculum renewal, policy analysis and evaluation, and quality improvement. The document concludes that researchers have a responsibility to encourage rigorous research programs that can help address issues in educational leadership and management and inform policy and practice.
This document discusses Michael Fullan's model of the change process, which includes three overlapping phases: initiation, implementation, and institutionalization.
The initiation phase involves deciding to embark on an innovation and developing commitment. The implementation phase focuses on putting supports in place to make the change happen through time, feedback, and revision. Finally, the institutionalization phase occurs when the innovation becomes part of the regular way of doing things in the organization.
The document provides details on key activities and factors for success for each phase, emphasizing that institutionalization requires the prior phases to be successfully completed and that leaders must develop constancy of purpose to fully implement change over the long term.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
This document discusses educational leadership and management. It defines leadership as concerned with vision and values, while management relates to coordinating organizational tasks and structures. Both leadership and management skills are needed for school improvement. The document outlines different theories and types of leadership, including instructional, bureaucratic, visionary, entrepreneurial, transactional, and transformational leadership. It emphasizes that the context determines what type of leadership is most appropriate. Pedagogical leadership focuses on student learning and developing a shared vision. Effective leadership requires articulating values, interpersonal skills, and focusing on student growth.
Implementation is defined as a specified set of activities designed to put into practice an activity or program of known dimensions. According to this definition, implementation processes are purposeful and are described in sufficient detail such that independent observers can detect the presence and strength of the "specific set of activities" related to implementation. In addition, the activity or program being implemented is described in sufficient detail so that independent observers can detect its presence and strength.
The document discusses evaluation in educational planning. It defines evaluation as the systematic collection of information about programs to make judgments and improve effectiveness. It states that all aspects of education can be evaluated, including policies, plans, programs, performance, resources, and outcomes. The functions of evaluation are to identify goals and strategies, determine consequences of alternatives, provide data for resource allocation, and help reform goals and policies. Common evaluation methods include monetary, overview, and multicriteria analyses. The document also outlines the types of evaluations like impact, performance, and process evaluations.
this is about the different theories related to planning in management practices. useful for freshers to mgmt. studies and also may be for Entrepreneur
This document discusses the leadership roles and tasks necessary to effectively implement strategic planning. It identifies understanding context and people, sponsoring the process, championing the process, facilitating discussion, fostering collective leadership, and making and enforcing decisions as key tasks. Effective strategic planning requires leaders to appreciate history but not be constrained by it, tailor the process to their organization, use discussion to develop a shared vision and identify actions, and make decisions through collaborative forums and by resolving disputes.
This document discusses perspectives in strategic planning. It outlines three key perspectives: 1) Down-board thinking, which involves looking several moves ahead to anticipate responses, 2) Paradigm shift, which requires changing old ways of thinking to adapt to new realities, and 3) Planning orientation, which should take a systems approach, consider the mega-level environment including society, and use outside-in planning to identify opportunities to benefit society. Effective strategic planning requires managers to consider these perspectives.
Philosophies of educational planning and resource managementGeraldine Cachero
This document outlines several key aspects of educational planning and resource management, including curriculum planning, allocation of resources, monitoring and evaluation, human resources management, conflict management, risk management, community participation, strategic management, and school budgeting. The goal is to help educational institutions effectively organize their resources and curriculum to achieve learning objectives. Monitoring and evaluation frameworks help ensure strategies and activities align with goals. Conflict management and risk management also help address challenges. Community participation, strategic planning, and school-based budgeting further support resource allocation and improvement of educational quality and access.
This document discusses the preparation phase of the strategic planning process. It involves organizing and staffing the planning effort through the creation of leadership positions and committees to oversee planning. It also involves training participants to ensure they have the knowledge and skills for effective strategic planning. Examples provided include organizing a university planning council and executive committee, as well as conducting a training program on strategic planning facilitated by a consultant. The goal of preparation is to properly structure the planning process and equip participants for their roles in developing strategic plans.
Hinderences in education planning By Sajjad Awan PhD Scholar TE PlanningMalik Sajjad Ahmad Awan
Educational planning aims to properly allocate resources to achieve educational goals. However, there are several hindrances that can obstruct educational planning, including shortsightedness, poor goal definition, lack of coordination, insufficient data, and scarce resources. Additionally, unrealistic expectations, inadequate administrative structures, demographic challenges, political and social factors, religious issues, natural barriers, and operational difficulties can all impede effective educational planning. For planning to be successful, it must be goal-oriented, viable, flexible, balanced, innovative, and ensure the best use of resources.
This document provides an overview of assessment, evaluation, measurement and related topics. It defines key terms like assessment, evaluation, measurement and examination. It discusses the purpose, importance and principles of assessment. It distinguishes between formative and summative assessment as well as the differences between measurement and evaluation. The document also covers topics like roles of assessment, assessment for/as/of learning, and the relationship between assessment and evaluation.
Y. DROR defined planning as preparing decisions for the future aimed at achieving goals optimally. Educational planning establishes objectives and targets for educational development over a defined period using resources properly. Planning is a dynamic ongoing process, not static, that results in recommendations to be approved and implemented. Planning involves linked decisions that solve problems, facilitate decision-making, and are action-oriented, implementable, and based on management rather than just theory. Planning notes existing arrangements and sets future directions, but decisions must be made now to determine those directions, which are articulated through goals, objectives and targets over time frames to be achieved through cost-effective and efficient management of funds and resources including community participation.
Trends, issues & concerns in school administration & supervisionchiriter
This document discusses trends, issues, and concerns in school administration and supervision in the Philippines. It identifies five key trends: 1) expansion of educational opportunities and services which will test administrators, 2) greater emphasis on educational planning to establish goals and priorities, 3) increasing democratization of school administration to be more inclusive, 4) greater reliance on research and scientific inquiry to solve educational problems, and 5) increased use of Philippine-oriented instructional materials to promote nationalism. Educational planning principles highlighted include linking education to national development goals and establishing long-term, cost-effective plans.
This document provides an introduction to the course EDA 811: Concept and Theories of Educational Administration and Planning offered by the National Open University of Nigeria. The course is a core 2-credit course for students pursuing a M.Ed in Administration and Planning. The course aims to expose students to key concepts and theories in educational administration and planning to help them better perform administrative roles in educational settings. The 19 units will cover topics such as the nature of administration, organizational principles and theories, decision making, school administration, educational planning approaches, and the administration of education in Nigeria. Upon completing the course, students should have an understanding of important concepts and theories and be able to apply them to practice administrative tasks and roles in education.
Educational administration is important for effectively leading educational institutions. It involves understanding theoretical concepts and best practices. Educational administration has aspects in common with other fields of management but also unique characteristics that deserve distinctive treatment. The basic purpose of an educational administrator is to enhance teaching and learning by coordinating programs and resources to achieve shared institutional goals and visions.
Dr. Bobbie Eddins, Dr. Jeffrey Kirk, Dr. Dorleen Hooten, Dr. Brenda Russell -...William Kritsonis
Dr. Bobbie Eddins, Dr. Jeffrey Kirk, Dr. Dorleen Hooten, Dr. Brenda Russell - Published in NFEAS JOURNAL, 31(1) 2013-2014 - Dr. William Allan Kritsonis, Editor-in-Chief, NATIONAL FORUM JOURNALS (Founded 1982) - www.nationalforum.com
The document discusses approaches to curriculum management. It describes Deming's model of plan, do, study, act as a preferred approach that requires constant evaluation, implementation, attention and research. This collaborative model uses data-driven decision making at each stage of planning, doing/studying, and acting. In contrast, some schools manage curriculum in isolation without input or research. The document advocates using Deming's model to develop curriculum, gathering data, involving stakeholders, examining implications, and connecting the curriculum to the school's overall philosophy before implementation. Curriculum mapping is also discussed as a grassroots method that promotes consistency, removes top-down control and builds collaboration.
This document discusses the need for research in educational management. It notes that there is a gap between theoretical research and practical application in the field of educational leadership and management. Several areas of educational management that could benefit from further research are identified, including administering adult education programs, curriculum renewal, policy analysis and evaluation, and quality improvement. The document concludes that researchers have a responsibility to encourage rigorous research programs that can help address issues in educational leadership and management and inform policy and practice.
This document discusses Michael Fullan's model of the change process, which includes three overlapping phases: initiation, implementation, and institutionalization.
The initiation phase involves deciding to embark on an innovation and developing commitment. The implementation phase focuses on putting supports in place to make the change happen through time, feedback, and revision. Finally, the institutionalization phase occurs when the innovation becomes part of the regular way of doing things in the organization.
The document provides details on key activities and factors for success for each phase, emphasizing that institutionalization requires the prior phases to be successfully completed and that leaders must develop constancy of purpose to fully implement change over the long term.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Analyzing Learning, Dr. W.A. Kritsonisguestcc1ebaf
Dr. Kritsonis Recognized as Distinguished Alumnus
In 2004, Dr. William Allan Kritsonis was recognized as the Central Washington University Alumni Association Distinguished Alumnus for the College of Education and Professional Studies. Dr. Kritsonis was nominated by alumni, former students, friends, faculty, and staff. Final selection was made by the Alumni Association Board of Directors. Recipients are CWU graduates of 20 years or more and are recognized for achievement in their professional field and have made a positive contribution to society. For the second consecutive year, U.S. News and World Report placed Central Washington University among the top elite public institutions in the west. CWU was 12th on the list in the 2006 On-Line Education of “America’s Best Colleges.”
Ch 8 Artful Performance and National Standards by Fenwick W. English, PhDguestcc1ebaf
The Art of Educational Leadership: Balanching Performance and Accountability by Dr. Fenwick W. English PPT Presentations for Dr. William Allan Kritsonis' PhD level courses.
1) The document discusses how school leaders can use Dr. Kritsonis' six realms of meaning to strategically plan and solve educational problems. The six realms are symbolics, empirics, esthetics, synnoetics, ethics, and synoptics.
2) It emphasizes that school leaders must understand each realm and integrate them into strategic planning to improve parental involvement, bring positive change, and make schools successful.
3) Effective communication, data analysis, developing talents, and upholding high ethical standards are some ways the realms can guide strategic planning. This will help school leaders achieve goals and enhance the educational system.
This document discusses strategic planning in education. It begins by outlining various theories of planning like rationalism, empiricism, and organizational development. It then defines key concepts like strategic planning and development planning. Several rationales for strategic planning in organizations are provided, including reorienting to community needs and establishing priorities. Common strategic planning models are explained, such as balanced scorecard, strategy maps, SWOT analysis, and OKRs. The strategic planning process is outlined as involving diagnosis, policy formulation, plan preparation, and monitoring. Finally, perspectives on strategic planning in education and the public sector are referenced.
The article discusses the importance of strategy, not just strategic planning, for school districts to effectively utilize large funding opportunities like Race to the Top. Strategy focuses a district's actions and resources on a select number of high-impact initiatives that are aligned, coherent and mutually reinforcing. It allows a district to filter out distractions and prioritize improvement efforts. The article outlines questions districts with effective strategy can answer about what they are doing, why they chose those things, and how they are implementing their work. It also provides criteria to assess the level of strategy in a district.
Dr. William Allan Kritsonis, Educational PhilosophyWilliam Kritsonis
This document provides a summary and analysis of Ayn Rand's novel "Atlas Shrugged". It begins by explaining the novel's opening line "Who is John Galt?" and how he is the key to the mysteries in the story. It then summarizes Rand's objectivist philosophy that is expressed through the novel's plot of society collapsing when productive men go on strike in response to exploitation. The purpose is to discuss why the world is declining and where talented people are disappearing to. Rand believed the novel demonstrated what would happen if economic production was hindered and corruption rose among non-productive politicians and businessmen. The plot expresses Rand's beliefs in capitalism, individualism, and the importance of reason and achievement.
External pressures like changing demographics and increasing student debt have created challenges for universities. Effective strategic processes require clear priorities aligned with stakeholders' values. Strategy lies at the leadership core by balancing constituencies' conflicting demands. Strategic planning models include linear, adaptive, and interpretive approaches. The linear method scans environments and pursues objectives. Adaptive strategy continuously adapts through experimentation. Interpretive strategy aligns mission and goals through symbols. Universities that strategically communicated culture changes through symbols were more resilient during financial difficulties.
10 Master Plans Every College And University Should HaveSandra Long
The document discusses the benefits of master planning for colleges and universities. It argues that master planning can help strengthen the relationship between strategic plans and departmental planning by providing tools for decentralized strategy implementation. The document outlines ten master plans that higher education institutions should have, including an Academic Master Plan and a Human Capital Master Plan. The Academic Master Plan should define the academic priorities and assess learning outcomes, programs, and the institution's overall impact. The Human Capital Master Plan should help improve talent retention, diversity, compensation, and succession planning.
Execution of organisational strategies a new in shapingIAEME Publication
This document summarizes an article from the International Journal of Management about executing organizational strategies in higher education. It discusses how strategic planning helps institutions achieve goals and competitive advantages. A key part of strategic planning is creating a SWOT profile to analyze internal strengths and weaknesses as well as external opportunities and threats. Conducting environmental scans and leveraging strengths and opportunities while managing weaknesses and threats can help institutions effectively execute strategies to meet the needs of society.
Execution of organisational strategies a new in shapingIAEME Publication
This document summarizes an article from the International Journal of Management about executing organizational strategies in higher education. It discusses how strategic planning helps institutions achieve goals and competitive advantages. A key part of strategic planning is creating a SWOT profile to analyze internal strengths and weaknesses as well as external opportunities and threats. Conducting environmental scans and leveraging strengths and opportunities while managing weaknesses and threats can help institutions effectively execute strategies to meet the needs of society.
Execution of organisational strategies a new paradigm in shapingiaemedu
This document discusses strategic planning and execution in higher education institutions. It begins with an overview of why strategic planning is important for institutions to address challenges and stay competitive. It then discusses developing a SWOT profile to assess internal strengths and weaknesses and external opportunities and threats. The next section covers formulating a strategic plan, including defining vision, mission, objectives, and strategies. It proposes a strategic planning pyramid with a top-down and bottom-up approach. The document concludes by emphasizing the importance of execution in strategic management and outlines key aspects of execution including planning, organizing, motivating, and controlling.
Execution of organisational strategies a new paradigm in shapingiaemedu
This document summarizes an article from the International Journal of Management about executing organizational strategies in higher education. It discusses how strategic planning helps institutions achieve goals and competitive advantages. A key part of strategic planning is creating a SWOT profile to analyze internal strengths and weaknesses as well as external opportunities and threats. Conducting environmental scans and leveraging strengths and opportunities while managing weaknesses and threats can help institutions effectively execute strategies to meet the needs of society.
Execution of organisational strategies a new paradigm in shapingiaemedu
This document summarizes an article from the International Journal of Management about executing organizational strategies in higher education. It discusses how strategic planning helps institutions achieve goals and competitive advantages. A key part of strategic planning is creating a SWOT profile to analyze internal strengths and weaknesses as well as external opportunities and threats. Conducting environmental scans and leveraging strengths and opportunities while managing weaknesses and threats can help institutions effectively execute strategies to meet the needs of society.
This document discusses strategic planning and performance of public secondary schools in Rarieda District, Kenya. It begins with background information on strategic planning, noting that strategic planning helps organizations adapt to changing environments and improves performance. The document then reviews literature on the relationship between strategic planning and organizational performance. While some research finds a link, others question this relationship. The study aims to establish strategic planning practices and determine the influence of strategic planning on performance in public secondary schools in the district. The key findings are that most schools practice formal strategic planning and it is positively correlated with performance, though environmental analysis, stakeholder involvement, and implementation of plans need improvement. The recommendation is to enhance strategic planning in schools to further contribute to performance.
Implementation of Strategic Plan in Public Secondary Schools in Migwani Sub C...ijtsrd
This document discusses a study on the implementation of strategic plans in public secondary schools in Migwani Sub-County, Kenya. The study aimed to assess the extent to which strategic plans had been implemented and examine the roles of key stakeholders - parents, government, and school management - in the implementation process. A descriptive survey design was used with questionnaires and interviews of principals, Board of Governor members, and Parent Teacher Association members. The findings showed that on average 34.59% of strategies had been implemented. Parents and government were found to be the main financiers of school projects in strategic plans, while school management plans, budgets, and prioritizes implementation. There was no statistical difference found in the roles played by the different stakeholders
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Strategic planning with afra paul mpabanyankaAFRA PAUL
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Strategic management in policy and strategy: A thematic discourseTANKO AHMED fwc
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This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.
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Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
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Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
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Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
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1. DAVID M. PALMER and WILLIAM ALLAN KRITSONIS
Introduction
The Ways of Knowing Through the Realms of Meaning (Kritsonis, 2007) is a
philosophy for selecting the curriculum for general education. The organizational core
of any school is its instruction. The curriculum and its broader objectives is a critical
topic in every planning cycle or strategic performance system. Long term strategic
plans, action plans, strategic thinking or SWOT analysis must have issues of
curriculum and instruction Planning is reflexive and implies that schools are more
than just inert pawns in the hands of socioeconomic forces (Holmes, Wootten,
Motion, Zorn, & Roper, 2005). Strategic planning in education must have as its
primary goal student achievements. If this is so the approach in any strategic plan will
be a unitary philosophy of the curriculum with a strategy for reference to the
meaningful relationships to the other components of the curriculum. When this is the
case, we right away have a postmodern understanding of what it means to give
meaning to the human experience through a solid foundation established by the six
patterns in the realms of meaning namely symbolics, empirics, esthetics, synnoetics,
ethics and synoptics (Kritsonis & Watkins, 2007).
Since strategic planning in schools should command the attention of the
curriculum then the strategic planning of the curriculum requires strategic and tactical
decision making. With regard to the ordering of content, the relevant teaching
materials should simplify learners’ task. The thinking should make their modes of
thought less transient while at the same time allowing them to actively assimilate
pragmatically and constructively throughout their student centered adventure
(Dolence, 2004).
Purpose of the Article
The purpose of this article is to show the linkage between the realms of
meaning and strategic planning. The article will show how symbolics, empirics,
esthetics, synnoetics, ethics, and synoptics has an under pinning value to the planning
that is required for successful schools.
What is Strategic Planning?
Strategic planning is a management instrument. As with any executive tool, it
is used to help an institution do an improved job - to concentrate its energy; ensure
that members of the organization are working toward the same goals; and to appraise
and direct the organization in a changing environment. Strategic planning is a
disciplined effort to produce decisions and actions that shape and guide what a school
is, what it does, and why it does it, with a focus on the future. Strategic planning has
its complexities in terms of what it requires. It is aimed at an overall focus of the
organization's resources on mutually preset planned quantifiable outcomes. Useful
plans include an organization's entire resources and purpose so it must be developed
calculatingly and attentively (McNamara, 2008).
Strategic planning begins with strategic thinking. The difference is one is
analysis and the other is synthesis. It is a constant, methodical thinking process that
identifies a preferred future and strategies to bring it about by linking deliberate plans
with medium and short term operating programs and budgeting controls. Planning is
57
2. DAVID M. PALMER and WILLIAM ALLAN KRITSONIS
getting people involved in collecting high-quality information and using it to make
intelligent decisions about the future. It is the navigator and roadmap to guide a team
and board to make use of an assessable plan that will bring together the priorities and
maximize the performance of the school. Basically, a school undertakes strategic
planning to reiterate or fine-tune its mission – why it exists, what is its rationale, what
it achieves now– and to concur on its vision – what it needs to be and achieve in the
future. The reason is not to decide what ought to be done in the years ahead but to
decide what must be done presently to make you the most excellent school.
The real value of a strategic planning blueprint is more than just having an
outline that guides prospective decisions although that is extremely important on its
own. It is an effective all-inclusive approach to building harmony and inspiring
support, laying out critical priorities for the board and school head who are charged
with the execution of the plan, and channeling all your energies in one agreed path.
Strategic planning is a continuous, organized practice that helps schools and districts
to foresee and chart their annual and multi-year goals and activities by analyzing their
system-specific strengths, weaknesses, threats, and opportunities, as well as those of
their community (Anderson & Kumari, 2008).
Strategic planning should be designed to enhance organizational and staff
competences, capability and resources while facilitating results. Strategic planning
involves ongoing activities whereby schools and districts: develop, implement, and
evaluate programs and activities designed to meet their charge, goals, and student-
related outcomes; track their needs, plans, and progress over time. Strategic planning
should analyzes what programs, curricula, or interventions to add, remove, replace, or
add-on to existing programs, while shaping when and how to make the mid-course
changes to take full advantage of these programs. It anticipates and reacts as needs
arise.
Strategic planning uses a systems approach to impact the educational process
emphasizing valuable and efficient data-based forecast and decision-making,
personnel and resource development and management, monetary and technological
reliability, and school and community integration. Plainly put, strategic planning
determines where an organization is going over the next year or more, how it's going
to get there and how it'll know if it got there or not. The hub of a strategic plan is
usually on the whole organization, while the focal point of a business plan is more
often than not on a particular service or program (Gregory, 2007).
There are a diversity of perspectives, models and contemporary advancements
used in strategic planning. The way that a strategic plan is developed depends on the
nature of the organization's leadership, culture of the organization, complexity of the
organization's climate, size of the organization, and proficiency of the planners. Case
in point, there are a variety of strategic planning models. Goals-based planning is
maybe the most common and begins with focusing on the organization's mission (and
vision and/or values), objectives to work toward the mission, strategies to achieve the
objectives or goals, and action planning who will do what and by when (McNamara,
2008). Issues-based strategic planning begins by probing issues facing the
organization, strategies to address those concerns, and action plans. Organic strategic
planning might start by articulating the organization's vision and ideals and then
action plans to accomplish the vision while adhering to those values. Various planners
have a preference for a particular approach to planning, e.g., appreciative inquiry.
Plans are scoped to a year, three years, or five to ten years into the future. Some plans
include only executive information and no action plans. Lastly, strategic planning is a
58
3. DAVID M. PALMER and WILLIAM ALLAN KRITSONIS
school’s process of defining its strategy, or direction, and making decisions on
allocating its resources to pursue its strategies, including its staff and students
(McNamara, 2008).
The best curriculum and the best staff development and campus safety
programs is a must. Various business analysis techniques can be used in strategic
planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and
Threats ) and in the wider educational business circle PEST analysis (Political,
Economic, Social, and Technological analysis) or STEER analysis (Socio-cultural,
Technological, Economic, Ecological, and Regulatory factors) and EPISTEL -
Environment, Political, Informatics, Social, Technological, Economic and Legal
( Ronco, 2007).
What are the Benefits of Strategic Planning
Strategic planning enables people to manipulate the future. A number of
trends that already strongly affect schools include; an aging population, an increasing
proportion of minority students, and growing numbers of special interest groups
competing for scarce public resources (Wirth, 2009). School officials must plan for
shortages of teachers, particularly in math, science, and bilingual education, and they
must prepare to accommodate rising numbers of Hispanic students, many of whom
will not speak English. More students of all types will keep on coming from low socio
economic status. These profound demographic changes will continue to reshape the
nation and its schools in the coming decades. They make strategic planning
particularly important and show why it must be done in unison with a strategy, plan
and policy. Change is taking place at an extraordinary pace. Era and remoteness
continue to be less and less significant due to fast growth of technological tools
including the Internet. With no strategic planning, schools just drift, and are always
reactive other than deliberate (Gregory, 2007). The benefit of creating vision and
direction that is simple and clear gets your primary targets, the students, closer to the
achievement outcomes you seek for them. That plan in essence is a good plan for it
challenges assumptions, and is created with input from sources inside and outside the
school. It attracts commitment and accountability and it becomes part of the culture to
reflect changes in the environment. It allows effective communication using a
different medium. Too often communication is done half way. We tell and ask and
suggest and advise but don’t test for understanding. To close the loop, build in
ways to test at every level and area within an organization, along with an
understanding of the vision. (Mogavero, & Lake, 2006).
At some point in the strategic planning process (sometimes in the activity of
setting the strategic direction), planners usually identify or update what might be
called the strategic philosophy. This includes identifying or updating the
organization's mission, vision and/or values statements. Mission statements are brief
written descriptions of the purpose of the organization. Mission statements vary in
nature from brief to quite comprehensive, and including having a specific purpose
statement that is part of the overall mission statement. A campus improvement plan
must include specifying responsibilities and timelines with each objective, or who
needs to do what and by when. It should also include methods to monitor and evaluate
the plan, mainly student progress which includes knowing how the organization will
know who has done what and by when.
59
4. DAVID M. PALMER and WILLIAM ALLAN KRITSONIS
How are the Realms of Meaning Relevant and Applicable to Strategic Planning?
Symbolics
The first realm symbolics consists of ordinary language, mathematics, and
non-discursive symbolic forms. The underpinning of education can be found in the
symbolics realm. Reason and reality concerning all things is defined by and has its
essence in Language. Effective communication is most critical to strategic planning
because since it focuses on the curriculum as being the inner hub of the instructional
core, and since the curriculum is subject to being and rightly so a unitary philosophy
within the strategic plan then symbolics represent a very fundamental foundation
underpinning the path to every thing else. Symbolics is even postmodern in its
congruency to planning cycle, strategic performance system, long range strategic
plan, action plan, strategic thinking and SWOT analysis, these issues being critical to
the success of the process. Symbolics encompasses the other constructs included in
empirics, esthetics, synnoetics, and ethics and synoptic so we get analytic abstraction,
comprehensive integrativeness and reinforcement from multiple interpretations in
looking at the contributions, data and ideas that you get from your staff in developing
it using the all inclusive approach. The integrity and moral meanings of the strategic
plan is also revealed (Kritsonis, 2007).
The realms of meaning can assess the planning, implementation and
amendments of the strategic plan right along the continuum for the life cycle of that
plan. Language allows knowledge to be conveyed and received. Non discursive
ordinary language is one of the building blocks of the educational process. Strategic
planning is a management tool. The language of the strategic plan and its components
sharpens this tool expressly to produce disciplined effort towards decisions and
actions that shape what a school is, what it does, and why it does it, with a focus on
the future.
Empirics
Empirics are the second realm of meaning, dealing with facts. This realm
includes the sciences of the physical world, of living things, and of man (Kritsonis
2007, p. 12). Empirics describe factual descriptions, mathematical generalizations,
and theoretical formulations and explanations (Kritsonis 2007, p. 12). “The theoretical
formulations and explanations are based upon observation and testing in the world of
matter, life, mind and society” (Kritsonis, 2007, p. 12). Strategic planning begins with
strategic thinking. In that statement lays both analysis and synthesis. The methodical
thinking process required for strategic planning therefore is grounded in empirics.
The linking of deliberate plans with medium and short term operating
programs, budgeting controls, and fiscal prudence has deep empirical meanings
requiring mathematics for their expression. To know a skill is to be able to put
together valid general description of matters of fact (Kritsonis, 2006), but a meta
analytic process is needed to communicate rationales, vision and goals at the
leadership level since outcomes are directly tied to tax-based resources. Fiscal
management requires disciplined logical thought. “The facts of empirics are framed
in accordance with rules of evidence and verification” (Kritsonis, 2007, p.12).
60
5. DAVID M. PALMER and WILLIAM ALLAN KRITSONIS
Esthetics
In all things demonstrate the beauty and usefulness of esthetics. Esthetics
appeals to knowledge of a singular particular form (Kritsonis 2007, p 273). A
beautiful vision that inspires a flawless inclusion climate, enhanced organizational
and staff competences, programs and activities designed to meet their charge, goals,
and student-related outcome, valuable and efficient data-based forecast and decision-
making; personnel and resource development and management, monetary and
technological reliability, and good school and community integration are all beautiful
enrichments like music to the ear that deepens esthetic insight.
“Synnoetics signifies relational insight or direct awareness” (Kritsonis, 2007,
p. 12). Strategic planning uses a systems approach to affecting the educational process
emphasizing valuable and efficient data-based forecast and decision-making. That
awareness sets the stage for us of a diversity of perspectives, models and
contemporary advancements used in strategic planning. The way that a strategic plan
is developed depends on the nature of the organization's leadership, culture
proficiency of the organization and the complexity of the school as social system
(Gregory, 2007).
Ethics
The relationship between individuals and conflict resolution in school is a sore
point in many schools. Ethics is the fifth realm, and should be the foundation of our
personal conduct and free conscience. Professionals and leaders often resort solutions
inconsistent with integrity, professionalism ethics and dignity as exampled by the
rubber room experiences of hundreds of New York teachers. Without strategic
planning, schools just drift. When that happens and with the subsequent potential
effect on the learners, it becomes unethical. An internal code of conduct, not
explicitly written in a strategic plan should always guide operational plan.
Professional development for staff should be reflected in the strategic plan.
Synoptics
Synoptics is a term that comprises meanings having an integrative function,
uniting meanings from all the realms into a unified perspective (Kritsonis, 2007, p.
479). Faith can be a reservoir of strength to draw upon when difficulties arise.
Strategic planning is also about essential decisions and actions, but it does not make
future decisions. Strategic planning involves anticipating the eventual environment,
but the decisions are made in the now. This means that over time, the school must stay
abreast of changes in order to make the best decisions it can at any time.
Concluding Remarks
In conclusion, strategic planning through the lens of the realms of meaning
can be used to determine mission, vision, values, goals, objectives, roles,
responsibilities and timelines. Strategic planning has also been described as a tool –
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6. DAVID M. PALMER and WILLIAM ALLAN KRITSONIS
but it is not a substitute for the exercise of judgment by leaders. Strategic planning,
though described as disciplined, does not typically flow smoothly from one step to the
next. It is a creative process, and the fresh insight arrived at today might very well
alter the decisions made previously. Symbolics empowers to communicate
effectively. Empirics provides mathematical soundness to decisions. Esthetics
promotes the beauty in accuracy. Synnoetics, embraces relational knowledge. Ethics
gives moral meaning that expresses awareness of fairness and success without
question. This means we self evaluate honestly and we evaluate our strategic plan
outcomes truthfully. The final realm, synoptics, refers to meanings that are
comprehensively integrative. All these are relevant to a successful strategic plan.
REFERENCES
Anderson, S., & Kumari, R. (2008). Continuous improvement in schools:
Understanding the practice. Ontario Institute for Studies in Education (OISE),
University of Toronto, Canada. Retrieved July 23, 2009, from
http://www.sciencedirect.com/science?_ob
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