Outstanding School Administrators: Their Keys to Success

By Frederick C. Wendel; Fred A. Hoke et al. | Go to book overview

6
INTERPERSONAL RELATIONS

Ask administrators, "What are the sources of your most pleasant and unpleasant experiences?" and they are likely to respond, "People." Administrators depend upon other people in their organizations to carry on day-to-day tasks so that the work is accomplished, goals are met, morale and job satisfaction are high, and all strive to do their best. However, between people in organizations there arise many problems that call for skillful responses and actions by administrators.


SELF-CENTERED ORGANIZATIONS

Imagine what an organization would be like if top- and middle-level administrators thought only of their personal interests, cared not for the needs and concerns of their subordinates, determined that the sole way to achieve goals and to accomplish tasks of the organization was to drive and whip subordinates to produce more and more, and paid little attention to economic and fringe benefits and psychic reward systems for employees. What would working conditions be like for subordinates? What would working conditions be like for administrators? Initially, subordinates might work hard out of fear but then begin to resist. Productivity would decrease, quality of work would drop, errors would creep into the system, morale would sag, and employees might leave the organization. At first, administrators in such an organization might place responsibility for the decline in working conditions upon their subordinates, but as conditions continued to deteriorate, they would themselves pay a heavy price for their oppressive behaviors.

Suppose that top management in an organization such as yours had decided to "get tough," "get more bang for the buck," and "shape everybody up," and after a few weeks of the new approach had noticed a marked decline in productivity,

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Outstanding School Administrators: Their Keys to Success
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Introduction ix
  • 1 - Educational Philosophy 1
  • Summary 43
  • References 44
  • 2 - Values 45
  • Summary 57
  • References 58
  • 3 - Visionary Leadership 60
  • Summary 68
  • References 69
  • 4 - Institutional Leadership 71
  • Summary 79
  • References 79
  • 5 - Commitment 80
  • Summary 86
  • 6 - Interpersonal Relations 87
  • Summary 107
  • References 107
  • 7 - Innovation and Quality 108
  • Summary 127
  • References 128
  • 8 - Risk Taking 130
  • 9 - Communication 138
  • Summary 155
  • References 155
  • 10 - Selection 157
  • 11 - Personal Development and Professional Organizations 165
  • References 173
  • Index 175
  • About the Authors 182
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