1969 Chapters
Medium 9781475824148

Building Quality Relationships With Principals to Improve Organizational Communications

Relations, Journal of School Public Rowman & Littlefield Publishers ePub

JANELLE ALBERTSON

ABSTRACT: When it comes to keeping an organization on the cutting edge, there is one thing that effective leaders cannot afford to neglect—and that is relationships. To support a quality public relations program in school districts, one of the most important relationships to cultivate is that with building principals. Talk to any seasoned school public relations professional or district administrator, and he or she will say that principals are the most important audience to keep shoulder to shoulder when the goal is to have effective and productive internal communications.

Communications officials from Adams 12 Five Star Schools, a suburban Denver school district with more than 40,000 students, have found relationships with principals to be an essential element of their short- and long-term public relations (PR) plans. Whether keeping a pulse of school administrators or helping staff understand the importance of budget issues, principals are a key factor in reaching the PR goals of shaping public opinion and changing community behaviors.

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Medium 9781574414325

Chapter 12 – Religion

Jorge Antonio Renaud The University of North Texas Press ePub

CHAPTER TWELVE

religion

If adversity draws one closer to the Lord, the skies over most prisons should be ringing with hymns and the fences humming with prayer. Most convicts were not religious people before coming to jail—that truth is evident in their reckless, hurtful, selfish actions. However, the Lord is active in Texas prisons. Inmates who wish to pursue a spiritual awakening are extended almost every opportunity to do so. TDCJ extends quite a bit of freedom to inmates for them to pursue individual beliefs and practices. All inmates are encouraged to believe, worship, and to study their particular religion. Participation in any worship is voluntary, unless an inmate is assigned to one of the pre-release units that has a focus on spiritual fellowship as a foundation for rehabilitation, such as the Carol Vance Unit, which houses the Inner Change Faith-Based Treatment Program.

Many things contribute to the degree of religious freedom and array of religious activities on a particular unit: the dedication of the unit chaplains; the involvement of community volunteers; the religious beliefs of the warden. In any case, this is one area where what TDCJ practices often exceed what its policy requires.

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Medium 9781576336694

"B" Words: SAT College Prep Vocabulary

Ace Academics Ace Academics ePub
Medium 9781475819397

Turning Points: Priorities for Teacher Education in a Democracy

Teacher Education and Practice Rowman & Littlefield Publishers ePub

ROSALIE M. ROMANO

Every generation has its moment, some turning point that will mark its place in the historical record. Such points provide the direction of our history and our future. Turning points are, characteristically, times of turmoil based on a fundamental change in models or events—what Thomas Kuhn called a paradigm shift.

In terms of a democratic society, the ebb and flow of e pluribus unum has been a tug-of-war between the public and the private, between the common good and the individual, between federal and state rights. Out of many, one continues to challenge our democratic society in the 21st century; the world of 1776 is in a new millennium, which poses challenges for us all, together. A new turning point has begun, even as we continue to struggle with the old. That turning point we face is the crisis of the earth and all life that it supports.

Cartoonist Harry Bliss (2008) drew our attention to this point in his depiction of our society: A CEO stands in his plush office on the top floor of a skyscraper, looking down on a metropolitan city with pollution emanating from industrial chimneys, with traffic jams and urban decay, with slick sports stadiums, luxury hotels, and shiny stores beckoning consumers. His arm is around the shoulders of a small boy, and he is telling him, “Someday, son, this will be yours . . . sorry.” The image contrasts the separateness of the well-appointed office above and the populace below, the rich and the poor, both of whom are breathing the polluted air, capturing the struggle of our times, pushing us to ask ourselves who we are and to what and whom do we relate? Or not.

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Medium 9781475811285

Analysis of the Relationships Among Site Council Resources, Council Practices, and Outcomes

JOURNAL OF SCHOOL LEADERSHIP R&L Education ePub

SCOTT C. BAUER
IRA E. BOGOTCH

ABSTRACT: This study investigates the embedded logic of theory connecting decision-making and communication practices of site-based management councils with the perceived effectiveness of councils. Survey data (N = 133) are used to test a path model that treats variables relating to the support provided to site teams as antecedent factors and those relating to practices as intermediate factors, each hypothesized to contribute to perceived outcomes. Results show that two factors relating to practice (decision focus and positive communication) have significant, direct effects on outcomes, while two factors dealing with the support (capacity and authority) tend to have significant indirect effects through their impact on practice.

There is considerable skepticism regarding whether restructuring decision making can fulfill the promise of promoting school improvement (Malen & Ogawa, 1992; Ogawa & White, 1994). Studies show that there is seldom a direct connection between the implementation of site-based management and student learning (Cohen, 1988; Leithwood & Menzies, 1998; Murphy & Beck, 1995; Taylor & Bogotch, 1994). There is mixed support for the connection between the implementation of site-based management and intermediate benefits, such as improved staff morale and stakeholder influence (David, 1989; Lindquist & Mauriel, 1989; Malen, Ogawa, & Kranz, 1990). The general consensus of the literature is that districts and schools seldom fully implement site-based systems (Marsh, 1994; Wohlstetter & Odden, 1992). Issues of “insufficient capacity” are often cited as explaining the failure of site-based management (Murphy & Beck, 1995). “Capacity” generally refers to district support for site councils in terms of providing authority, training, time, information, and other resources necessary to ensure successful site team operations.

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