Case study analyses only in CHAPTER 8

Case study analyses only in CHAPTER 8
1.    Diagnosis: identify the organizational weaknesses within the relevant area in the school/ school system using the appropriate prompts.
Chapter 8 Decision making
•    What type of decisions are being made?
•    Do organizational members make high-quality, accepted, and ethical decisions?
•    Do decision makers follow the basic process of decision making?
•    Is the group appropriately involved in decision making?
•    What barriers are there to effective decision making?
•    What techniques are being used to overcome these barriers?

Prescription: suggest interventions to resolve all the organizational weaknesses identified in the diagnosis.
2.    See the sample of the paper in PDF I will uploaded. Do not copy from the sample.
3.    YOU have to use the only book pdf I will uploaded DO NOT UES ANTHER BOOK)
In book Educational Administration: Leading with Mind and Heart By Robert H. Palestini

No, there lack a culture of trust and respect in this particular case. The preliminary challenge that the newly appointed school administrators face is management assumptions of a multifaceted institutions against the realistic management approach of the real school set up. The new administrators therefore face a dysfunctional conflict with the already working professionals in this institution. As an already running institution, there are the functional management and operation strategies set by the preceding administration.  With the new administration, there comes a new administrative and operation stratagem depending on the core objectives of this new team (Palestini, 2011).  Every management has formulates a unique management culture that is predominantly dictated by the type of objectives and the time frame within which these goals are to achieve.
The greatest uncertainty that creates the dysfunctional conflict in this particular case is the fact that there is change in leadership without an exclusive overhaul of the complete lot of professionals in the institution. Change management definitely entails a change in the organizational management culture; meaning that the other parties in this institution such as the teachers, students and parents have to subscribe to the new  culture created by a new  management team that does not necessarily chare the same goals with either of the parties. The process of transition from one management style to a newer version that does not necessarily guarantee the success of an entity beyond its current position in certainly met with a relive amount of rebellion. Change is however inevitable. Therefore, it is important to understand that indeed there perfect mechanisms that can be employed to effectively manage the stress and conflict in this particular case (Palestini, 2011).
To effectively manage the conflict and stress from such a change, the new management team must evaluate the strengths and weaknesses of their predecessors in an in depth analysis structure. This entails a systemic evaluation of the vivacious organs making up the organizational structure.  To establish the core organs that comprise the organizational structure, an exclusive organizational diagnosis and prescription approach will aid the new team identify the specifics of each organ that collaboratively work together with an objectives of attaining the organizational goals of the institution. The diagnosis and prescription approach would entail an internal audit to identify the specific qualifications of the available professional as well as the resources owned by the institution not forgetting the other shareholders such as parents, student and the general society.
The team will then establish the specific areas of strength and weaknesses before the process of formulating a new operational strategy. To minimize the stress and conflict from the proposed change; it is prudent to formulate a new operational strategy by using the blueprint of the preceding administration as the standard of measure. The new team can therefore formulate a realistically new organizational culture with minimal conflicts if they sustain the productive side of their predecessors and acquire the aid of the existing professionals an resources to convert the weaknesses in new strengths. These mechanisms perfectly copy the natural course of conflict resolution that is basically built on collaboration between different parties to form a symbiotic family. Competition, collaboration, assumption, compromise, avoidance and accommodation are key pillars in any organizations culture. The combination of these pillars in this case has adopted a prudent proactive approach that is bound to maximize the profits of this institution (Palestini, 2011).

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