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Organizational Health

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

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Organizational Health

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  1. Organizational Health Gayle Woodall, Ed.D. Assistant Superintendent Barbers Hill ISD

  2. Enhancing Leadership Effectiveness Available at: www.organizationalhealth.com Marvin Fairman Leon McLean

  3. Organizational Health • An organization’s ability to function effectively, to cope adequately, to change appropriately, and to grow from within.

  4. Leadership • Initiating Structure (TASK) • Leaders’ behaviors in delineating the relationship between themselves and members of the work group and in endeavoring to establish well-defined patterns of organization, channels of communication, and methods of procedure

  5. Leadership • Consideration (RELATIONSHIP) • Leaders’ behavior indicative of friendship, mutual trust, respect, and warmth in the relationship between themselves and members of their staff.

  6. Hersey and Blanchard • Ability • Understanding of the specific job requirement • Job knowledge and skills, and • Past job experiences • Willingness • To take responsibility • Motivation • Commitment

  7. Covey

  8. Organizational Health Principles • A principle-centered mission provides purpose and true-north direction. • Choices rather than circumstances control outcomes. People and organizations have the freedom to choose and are responsible for their choices. • Trust empowers others.

  9. Organizational Health Principles • The whole is greater than the sum of the parts. • Effective relationships require mutual benefit. • Quality Production (results) requires continual development of production capability.

  10. Organizational HealthLeadership Beliefs • We believe all decisions should be consistent with our mission and goals, should be data based, should be anchored in sound theory and practice, and should be focused on what is best for the short and long term interests of all students. • We believe all decisions should be made at the most appropriate level in the organization and should be as close to the point of implementation as possible.

  11. Organizational HealthLeadership Beliefs • We believe our behavior should promote and encourage empowerment throughout our organization. • We believe we have an obligation to establish and maintain cohesive interdependent teams that have a high commitment to the organization’s mission and goals.

  12. Organizational HealthLeadership Beliefs • We believe our behavior should promote and encourage professional autonomy and interdependence for individuals throughout the organization. • We believe that we have an obligation to build in quality control and quality assurance strategies throughout the organization.

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

  14. We believe all decisions should be made at the most appropriate level in the organization and should be as close to the point of implementation as possible. • Knowledge • Skill • Commitment • Time

  15. We believe our behavior should promote and encourage empowerment throughout our organization. • Power – “the capacity to influence outcomes” • Position Power • Personal Power • Principle-Centered Power

  16. We believe our behavior should promote and encourage empowerment throughout our organization. • Leaders must choose a power base • Growth by direction • Growth by collaboration • Growth by delegation

  17. We believe our behavior should promote and encourage empowerment throughout our organization. • Tools for building leadership capacity • Legacy power • Referent power • Expert power • Information power • Reward • Connective • Coercive

  18. We believe we have an obligation to establish and maintain cohesive interdependent teams that have a high commitment to the organization’s mission and goals. Stages of Team Development • Testing or playing it safe as individuals • Infighting between individuals or cliques • Getting organized as a team • Achieving mature closeness as a team • Getting organized as interdependent teams, and • Achieving mature closeness as a total system

  19. We believe our behavior should promote and encourage professional autonomy and interdependence for individuals throughout the organization. • Leaders must promote freedom and responsibility • Leaders must promote autonomy • Leaders must promote personal growth and development

  20. Growth by Directing: Dependence with Accountability • Guiding Practice • Supervising Closely • Monitoring and Evaluating

  21. Growth by Coordinating: Developing Independence with Responsibility • Orchestrating • Collaborating

  22. Growth by Delegating: Developing Interdependence within the Professional Community • Providing Autonomy • Cheerleading

  23. We believe that we have an obligation to build in quality control and quality assurance strategies throughout the organization. • Leaders are responsible for organization alignment • Right mission • Right people • Right structures • Right processes • Right information • Right decisions • Right consequences

  24. Functioning in the Fish Bowl • Leadership is highly visible inside and outside of the organization • Planning • Organizing • Influencing • Controlling

  25. Functioning in the Fish Bowl • Leaders must attend to the perceived organizational health needs of the organization • Leaders must monitor perceptions and reality

  26. Organizational Health • An organization’s ability to function effectively, to cope adequately, to change appropriately, and to grow from within.

  27. Organizational Health Instrument • Valid and reliable diagnostic tool • Data for understanding internal dynamics of the organization • Data to support change, validate processes, confirm alignment

  28. Dimensions of Organizational Health • Goal Focus • Communication Adequacy • Optimal Power Equalization • Resource Utilization • Cohesiveness • Morale • Innovativeness • Autonomy • Adaptation • Problem-solving Adequacy

  29. Organizational Health and Student Performance • Keeping an organization “healthy” enhances its potential for being productive and becoming more productive. • Dimensions highly associated with student performance • Goal Focus • Cohesiveness • Adaptation • Autonomy

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