The Empowered Manager

The Empowered Manager
Автор книги: id книги: 822033     Оценка: 0.0     Голосов: 0     Отзывы, комментарии: 0 1578,48 руб.     (15,68$) Читать книгу Купить и читать книгу Купить бумажную книгу Электронная книга Жанр: Зарубежная образовательная литература Правообладатель и/или издательство: John Wiley & Sons Limited Дата добавления в каталог КнигаЛит: ISBN: 9781119282419 Возрастное ограничение: 0+ Оглавление Отрывок из книги

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Описание книги

“Make sure your students follow your instructions.” That sounds like a straightforward instruction, but in fact, it’s fairly abstract. What does a teacher actually have to do to make sure students are following? Even the leader delivering this direction may not know, and the first-year teacher almost certainly doesn’t. The vast majority of teachers are only observed one or two times per year on average—and even among those who are observed, scarcely any are given feedback as to how they could improve. The bottom line is clear: teachers do not need to be evaluated so much as they need to be developed and coached. In Get Better Faster: A 90-Day Plan for Coaching New Teachers, Paul Bambrick-Santoyo shares instructive tools of how school leaders can effectively guide new teachers to success. Over the course of the book, we break down the most critical actions leaders and teachers must enact to achieve exemplary results. Designed for coaches as well as beginning teachers, Get Better Faster is an integral coaching tool for any school leader eager to help their teachers succeed. It’s the book’s focus on the actionable—the practice-able—that drives effective coaching. By practicing the concrete actions and micro-skills listed here, teachers will markedly improve their ability to lead a class, producing a steady chain reaction of future teaching success. Though focused heavily on the first 90 days of teacher development, it’s possible to implement this work at any time. New and old teachers alike can benefit from the guidance of Get Better Faster and close their existing instructional gaps. Packed with practical training tools, including agendas, presentation slides, a coach’s guide, handouts, planning templates, and 35 video clips of real teachers at work, Get Better Faster will teach you: The core principles of coaching: Go Granular, Make Feedback More Frequent, Top action steps to launch a teacher’s development in an easy-to-read scope and sequence guide The four phases of skill building: Phase 1 (Pre-Teaching): Dress Rehearsal Phase 2: Instant Immersion Phase 3: Getting into Gear Phase 4: The Power of Discourse

Оглавление

Block Peter. The Empowered Manager

ALSO BY PETER BLOCK

PROLOGUE. TO READ OR NOT TO READ

The View from the Bridge

The View from the Boiler Room

Sorry, Wrong Number

What to Expect

What Next

INTRODUCTION. WHY EMPOWERMENT NOW AND AGAIN

ONE. MANAGERS IN THE MIDDLE

PART ONE. POLITICS IN THE WORKPLACE:REKINDLING THE ENTREPRENEURIAL SPIRIT

TWO. PERSONAL CHOICES THAT SHAPE THE WORK ENVIRONMENT

The Road Most Traveled

Now You See It, Now You Don't

Choosing an Entrepreneurial Path

When to Play It Safe

THREE. A CULTURE OF EMPOWERMENT

The Bureaucratic Cycle

The Entrepreneurial Cycle

The Patriarchal Contract

Myopic Self-Interest: The Myth That Advancement and Self-Esteem Are Related

Manipulative Tactics

FOUR. THE EMPOWERMENT CHOICE

The Entrepreneurial Contract

Enlightened Self-Interest

Authentic Tactics

PART TWO. POSITIVE POLITICAL SKILLS AT WORK

FIVE. CREATING A VISION OF GREATNESS

Claiming Our Autonomy by Creating a Vision

What Is a Vision and Why Is It Important?

Creating the Vision

Communicating Our Vision

Coaching Others in Creating Their Vision

SIX. NEGOTIATING WITH ALLIES AND ADVERSARIES

The Critical Skills: Negotiating Agreement and Negotiating Trust

SEVEN. BALANCING AUTONOMY AND INTERDEPENDENCE

Political Scripts

The Right Use of Scripts

Interdependence

Autonomy and Interdependence

Finding Peace with the Boss

EIGHT. FACING ORGANIZATIONAL REALITIES

Nonsuicidal Courageous Acts

NINE. ENACTING THE VISION

Moving Toward Tension

Final Thoughts

ANNOTATED BIBLIOGRAPHY

ABOUT THE AUTHOR

ACKNOWLEDGMENTS

WILEY END USER LICENSE AGREEMENT

Отрывок из книги

This opening is designed to help you make a good decision about whether to read this book. Writing a book about organizations is not like writing an international spy thriller. In a spy thriller, you can begin by describing the fog slowly rising off the river separating two Eastern European countries. You can have a train hurtling through the night. In the corner of one compartment are two men, unconscious, one of them clutching a business card with a seven-legged toad embossed in green ink. A woman arrives on the scene, reaches calmly into her purse, and on it goes. In the spy thriller, all of this happens in the first paragraph. You are hooked and off you go, knowing that you have found just the book you were looking for.

Finding a book about organizational life that has meaning for you is not so easy. You shouldn't have to read a hundred pages to decide whether you want to finish such a book. I want to tell you who this book is for, who should not read it, and what to expect in the pages to come.

.....

Empowerment is not a set of techniques. It is a choice, not a tool. If you fundamentally believe that leadership, direction, and control are best exercised at the top of our institutions and our society, then just say no to empowerment. Be the best parent you can be. Don't create expectations of partnership that ultimately you will not fulfill. Do you choose to move down the path of self-management? Is this a business strategy you believe in? If so, then over time you continually seek more and more ways to shift responsibility and control to the people doing the core work of the organization.

Each time you begin to bring empowerment ideas into your work situation, as you give your employees more and more freedom, expect a very mixed response. There is a part of each of us that does not want more autonomy, choice, or responsibility. We want to be taken care of. We like the patriarchal contract. We want our bosses to be good parents. Choosing ownership, agency, and partnership means giving up safety. None of us gives up safety gracefully. Claiming freedom and autonomy means sacrificing innocence and security. This is the transformation we are moving through; it is difficult and demanding, and it triggers deep ambivalence.

.....

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