Organizational Health

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Organizational Health

• Gayle Woodall, Ed.D.
• Assistant Superintendent
• Barbers Hill ISD

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

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Organizational Health

• An organizations ability to function
  effectively, to cope adequately, to change
  appropriately, and to grow from within.

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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

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Leadership

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

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Hersey and Blanchard

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

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Covey
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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.

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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.

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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.

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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 organizations mission
  and goals.

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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.

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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?

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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

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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

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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

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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

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We believe we have an obligation to establish
and maintain cohesive interdependent teams that
have a high commitment to the organizations
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

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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

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Growth by Directing Dependence with
Accountability

• Guiding Practice
• Supervising Closely
• Monitoring and Evaluating

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Growth by Coordinating Developing Independence
with Responsibility

• Orchestrating
• Collaborating

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Growth by Delegating Developing Interdependence
within the Professional Community

• Providing Autonomy
• Cheerleading

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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

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Functioning in the Fish Bowl

• Leadership is highly visible inside and outside
  of the organization
• Planning
• Organizing
• Influencing
• Controlling

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Functioning in the Fish Bowl

• Leaders must attend to the perceived
  organizational health needs of the organization
• Leaders must monitor perceptions and reality

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Organizational Health

• An organizations ability to function
  effectively, to cope adequately, to change
  appropriately, and to grow from within.

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Organizational Health Instrument

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

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Dimensions of Organizational Health

• Goal Focus
• Communication Adequacy
• Optimal Power Equalization
• Resource Utilization
• Cohesiveness
• Morale
• Innovativeness
• Autonomy
• Adaptation
• Problem-solving Adequacy

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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