CASE STUDY

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CASE STUDY

• Managing Human and Material Resources
• EDD 7201
• Dr. Michael Owens
• James Bell, Lisa Marvel, Stephanie Smith, Krystal
  Wright

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A CASE FOR ORGANIZATION

• CASE 2.2
• PAGE 74

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The Scenario

• Clyde Benson- 1st year Superintendent
• Reputation great manager
• During first 6 months revised policies, developed
  a new mission statement and revised job
  descriptions for administrators
• Worked with HR director in drafting a staff
  development plan for improvement

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Concerns

• Improvement in student achievement
• The views of the staff became problematic
• Board members expressed concerns about personnel
  conflicts
• When questioned, Benson replied that I was asked
  to bring needed organization and improve student
  achievement. I have accomplished what I was
  called on to do.

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Question 1

• In view of the limited information set forth in
  the case, analyze Bensons style in relation to
  what Chester Barnard terms the capacity of
  equilibrium.

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Chester Barnard

• the first to view and organization as having a
  structural or formal dimension and a human or
  informal dimension that are always interacting.
  (p. 53)
• Cooperation and Cooperative Behavior very
  important
• Cooperation will not be possible without
  efficiency and effectiveness from a system.
• authority exists only to the extent that the
  workers are willing to accept it (p. 54)

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3 Key Functions Performed by Executives

• Formulation of Organizational Purposes all
  members must accept the organizations purpose
• Maintenance of Communication in the Organization
  communication is essential
• Obtaining the Necessary Performance from Members
  everyone is working to achieve superordinate goals

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Review the theoretical concepts of Andrew Halpin,
Fred Fiedler, and others. What do these
concepts reveal about the Superintendants
leadership style?
Question 2
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Theories

• Halpin
• Organizational Climate Description
  Questionnaire (OCDQ)
• Leadership Behavior Description
  Questionnaire (LBDQ)
• Four types of leaderspg. 55
• So where does our Superintendant fall?
• Emphasis on the human dimension of
  organizations!

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Theories continued

• Griffiths
• If this, then this
• Theories can guide not tell you what to
  do!
• Fiedler
• Contingency Leadership Model
  (Situational)
• leader /member relations task structure
  leaders power position
• favorable
  situation
• Know leadership style! Delegate- situation
  altered- not your style!
• Our
  Superintendant????

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The HR Function

• Description of the HR function from the
  viewpoints of centralization and decentralization.

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Centralization - Decentralization

• The Personnel secretary posts all positions and
  receives all resumes/paperwork. Interviews are
  scheduled via the secretary who also ensures that
  candidates are qualified for desired positions.
  All paperwork is given to the Personnel Director
  prior to the interview.

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Continued

• The Personnel Director runs all interviews which
  typically include the principal and/or assistant
  principal of the school with the opening, a
  teacher from the school (optional), and the
  curriculum director. The Special Education
  Supervisor attends all interviews for positions
  in special education.

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The Principal

• The principal is required to assign staff members
  in his/her building, evaluate staff (a shared
  responsibility with the assistant principal),
  manage the school climate (delegated to a school
  climate committee made up entirely of teachers),
  provide professional development opportunities on
  a monthly basis, and handle day-to-day staff
  concerns.

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Question 3

• Do the research studies compare favorably with
  the practices identified with the school district?

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HR Practices

• Typically utilizes specific processes that center
  on increasing student achievement (the
  organizations goal).
• Examples Establishing a vision and mission,
  hiring personnel that seem to have the best
  organizational fit, provide both formative and
  summative assessments (walk-throughs and DPAS)

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HR Practices

• Area of concern gaining congruence between
  institutional objectives and employee needs
• The pre-service program is not effective in
  preparing new teachers for their new position (a
  mentoring program does exist)
• Organizational climate- the current climate does
  not create an environment that supports the
  achievement of schools goals and objectives nor
  does it support individual growth and needs.

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QUESTIONS
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Discussion

• What issues can you identify in this case study?
• What was the cause of the issue(s)?
• What could have been done to avoid the situation
  from happening again?