YXGA 6102 Chapter 3 Sergiovanni

8/13/2019 YXGA 6102 Chapter 3 Sergiovanni

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CHAPTER 3 :A NEW THEORY FOR THE

PRINCIPALSHIP

G R O U P M E M B E R S :

1 . Z A L I A H B T M E H A R D I N

2 . Z U L I A N A H A S L I N D A B T A N H A R

Z U B I R3 . S H A L I N A B T M O H A M E D

4 . N O R H A I Z A D B I N M O H A M E D



The isues….

1. How schools are structured?

2. Strategic planning

3. Where to fit people into theimprovement of planning process?



The isues….

4. Getting & maintainingcompliance

5. Developing amotivational Strategy



THE PROBLEM :

- School are structured and function likemechanical workings of as clock

- Made of cogs and gears, wheels, drives, pins

- Tightly connected in orderly & predictablemanner

- The management task is to control & regulate

master wheel & pin- All other wheels & pins will move

responsively



MRSM TODAY….

- Teachers & students are more tightlyconnected with values & believe

- Humans are not machines- Leaders have to move around, meetpeople

face to face- Posses interaction rather than by rules &

regulations



THE PROBLEM :

- Using the right strategy & tactics- How to best use talents of people?- How to respond to idiosyncratic

nature of situations?- How to build esprit?- How to build cohesiveness?



2. STRATEGIC PLANNING

The traditionalRule

Clarity, control, consensus areimportant by detailed planning

1. State measurable outcomes2. Provide behavioral

expectations3. Practice monitoring4. Measure outcomes

The Alternative

Clarity, control , consensus areimportant by planning

strategically

1. Clear about basic directions2. Provide purpose & build shared

covenant3. Practice tight & loose management

4. Evaluate processes & outcomes



MRSM TODAY…..

- Very clear about basic directions ( goodcommunication skills )

- Have shared goals, values- Have mission, vision, objectives

- Showed tight & loose management- Hold people accountable but give

empowerment

Eg : deligate works among TimbalanPengetua- Evaluate outcomes

Eg : Post mortem for every projects done



THE PROBLEM :

- Cannonball Theory- Targets don

t move- Harry Quadracci said we live in

cruisemissile

”

- Moving targets



MRSM TODAY….

- Emphasize ends… Starts something with ends

inthe mind..

”

- Concentrate on PEOPLE..

- Build people, increase commitment, link topurposes, self managing

Eg: courses for teachers to give them skills

- Emphasize ways to let them figure out what todo and how

Eg: select a coordinator for a programme andlet

him/ her choose a suitable activities to do

with



4. GETTING & MAINTAINING COMPLIANCE

The Traditional Rule

Identify &announce goals

Use goals to developwork requirements

Use work requirements todevelop compliance strategy

Observe involvement & commitmentconsequences & make corrections

The Alternative

Establishcompliance strategy

Develop complementary

work requirementsDecide on workstrategy

Evaluate



CONTOH – “Maintaining Compliance ’

Pelbagai MRSM yang mempunyai visi dan misiserta

matlamat berbeza dengan pendekatan terbeza :-

+ Program Khas Pendidikan (PKP) – contoh

MRSM

Jasin, Taiping dan Pengkalan Chepa

+ MRSM Ulul Albab – contoh MRSM

Gemencheh,

MRSM Kota Putra

+ MRSM IGCSE – contoh MRSM Pekan, MRSM



5. DEVELOPING A MOTIVATIONAL STRATEGY

The

TraditionalRule

What gets rewardedgets done

The Alternatives

What is rewardinggets done

Gets done well

Gets done without closesupervision



CONTROLLING EVENTS OR PROBABILITIES

The TraditionalManagement Leadership

Increase control overevents & people

Approach :POWER OVER

The NewManagementLeadership

Control probabilities

Probabilities that sharedgoal & purpose

Approach : POWER TO

All about control



THE COORDINATION PARADOX

Contoh dalam masalah kawalan di negara kita,pendatang asing di Malaysia yang semakinmelambak hingga menimbulkan masalah sosial

dan penghijrahan pelajar warga asing

Di universiti-universiti.

Mintzberg (1979) – Important key tomaintain control is to solve THECOORDINATION PARADOX



6 BASIC CONTROL STRATEGIES

1. Directsupervision

2. Standardizing thework processes

3. Standardizingoutcomes



6 BASIC CONTROL STRATEGIES

4. Emphasizingprofessional

socialization 5. Emphasizingpurposes And SharedValues

6. Structuring for collegiality& natural independence



BASIC PRINCIPLES OF ORGANIZING

1. COOPERATION – Cooperative teaching2. EMPOWERMENT – Enhance

empowerment among teachers3. RESPONSIBILITY – Encourage and

upgrade responsibilities4. ACCOUNTABILITY – Accountable for

decissions and achievement

5. MEANINGFULNESS – Intrinsic satisfaction6. ABILITY-AUTHORITY – Formal and

informal delegation



CONCLUSIONS

Changing our metaphorsFor management, leadershipand schooling must change

Instructional delivery system as atactical

optionStrategic learning community

THANK YOU

YXGA 6102 Chapter 3 Sergiovanni

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