Organizational Leadership

Size: px
Start display at page:

Download "Organizational Leadership"

Transcription

1 Organizational Leadership Terminal Learning Objective: Understand how selective elements of organizational leadership develop, manages and assesses agency effectiveness. Everything an organization does or fails to do starts with leadership. Without competent leaders an organization cannot be successful in facing the challenges of the current community action landscape. Community action leaders have to be adaptive, receptive to change and multi-skilled. Lessons learned have to be incorporated into organizational strategic planning and decision making and new challenges must be addressed. Organizational leadership is the process of pursuing actions, focused thinking and decision making for the greater good of the organization. It is a process because we can learn and improve our leadership abilities. Organizational leaders in today s environment must be proficient in three essential skill sets. Interpersonal Conceptual Technical Interpersonal skills are the abilities of understanding staff. Good organizational leaders understand the human dimensions of their personnel. They use this knowledge to motivate staff members and to encourage initiative. They understand that motivation means more than an individual willingness to do what s directed. It imparts a desire on the part of individuals and organizations to do what s needed without being directed. This collected desire to accomplish organizational goals and objectives underlies good organizational attitudes: A good staff adheres to standards because they understand that doing so, even when it s a nuisance or hardship, leads to success. Another key element of interpersonal skills is the ability to communicate information, ideas, objectives and intent. Communication is a process of delivering the essential elements of information to staff members in an organized, usable and timely manner to ensure clarity, receive feedback, make adjustments and accomplish tasks, goals and

2 objectives. To be effective in organizational leadership the leader must be an expert at all methods and systems of communications. Organizational leaders deal with a great deal of information. They make decisions based on information given to them. Organizational leaders need the ability to sort through great amounts of information, key in on what is significant, and then make decisions. We must understand that our decisions are only as good as the information we have available to us. Analysis and synthesis are essential to effective decision making and program development. Analysis breaks a problem into its component parts Synthesis assembles complex and disorganized data into a solution Critical Information Requirements (CIR) filter what is important must know information to the organizational leader- it pertains to the environment, the situation and the organization Organizational leaders must establish critical information requirements and train staff on information filtering and management. Understanding Systems Organizational leaders think about systems in their organizations: how they work together, how using one affects the others, and how to get the best performance from the whole. Effective organizational leaders must develop a systems perspective Organizational leaders integrate, synchronize, and adjust systems Organizational leaders monitor and evaluate outcomes If organizational leaders can t get something done, the flaw or failure is more likely systematic than human. Being able to understand and leverage systems increases a leader s ability to achieve organizational goals and objectives. Organizational leaders must know how to effectively apply all available systems Organizational leaders make sure that systems for personnel, administration, logistical support, resourcing and training work effectively Organizational leaders must evaluate critical parts of the system to ensure they function properly Organizational leaders analyze systems and results to determine why things happen the way they did. Performance indicators and standards for systems assist them in their analysis. Performance indicators measure the rate and effectiveness of project completion

3 Standards measure the performance of tasks essential to project completion Technical skills Organizational leaders have fewer opportunities to practice many of the technical skills they mastered as program directors. However, that doesn t mean they can forget them. In every organization there are certain skills in which all members must be proficient. Staff members know what they are and expect the organizational leader to perform them. To make full use of their organization s capabilities, organizational leaders must continue to master technical skills outside their original area of expertise. Resourcing In addition to using the technical skills they learned as program directors, organizational leaders must also master the skill of resourcing. Resources-which include: Time, Equipment Facilities Budgets People Organizational leaders must effectively manage the resources at their disposal to ensure their organizations success. The organizational leader s job grows more difficult when unprogrammed cost shift priorities. Organizational leaders in community action are stewards of the people s resources. They don t waste these resources but skillfully evaluate objectives, anticipate resource requirements, and effectively allocate what s available. They balance available resources with organizational requirements and distribute them in a way that best achieves organizational goals, objectives and mission and complies with stated rules, regulations, laws, etc.. Team building Interpersonal skills involved in creating and sustaining ethical and supportive climates are required at the organizational and program level. The organizational climate describes the environment in which the staff works. Program leaders focus their motivational skills on individuals or program staff. While program leaders are responsible for their organizations climate, their efforts are constrained or reinforced by the overall organizational climate. Organizational leaders shape the larger environment. Their primary motivational responsibility is to establish and maintain the climate of the entire organization.

4 Successful organizations evolve within a positive organizational climate. An organizational climate is developed from the organizational leader s attitudes, actions, communications and priorities. Organizational leaders set the climate of their organization through personal example that demonstrates organizational values. An organizational climate that promotes positive values and fosters effective performance encourages learning, and promotes creative performance within the organizational or program intent. The foundation for a positive organizational climate is a healthy ethical climate, but that alone is insufficient. Characteristics of successful organizational climates include: Clear, widely known intent Well trained and confident staff Self-discipline/organizational discipline Cohesive teams Trusted, competent leadership To create such a climate, organizational leaders recognize mistakes as opportunities to learn, create cohesive teams, and reward leaders of character and competence. Organizational leaders value honest feedback and constantly use all available means to maintain a feel for the environment. Program directors and staff members often are a source of straight forward feedback. Methods may include town hall meetings, surveys, council meetings and personal observations-getting out and talking to community members, partners and stakeholders. This bring organizational leaders face- to- face with people affected by their decisions and policies. Organizational leader s consistent, sincere efforts to see what s really going on and fix things that are not working can result in mutual respect throughout their communities and organization. Organizational leaders who are positive, fair, and honest in their dealings and who are not afraid of constructive criticism encourage an atmosphere of openness and trust. Their people willingly share ideas and take initiative to get a job done well because their leaders strive for more than compliance; they seek to develop staff with good judgment. When people are part of a disciplined and cohesive team, they gain proficiency, are motivated and willingly fulfill organizational needs. People who sense they re part of a competent team, well trained team act on what the team needs; they re confident in themselves and feel part of something important and compelling. They know that what they do matters. Assessing

5 The ability to assess organizational and programmatic capabilities and effectiveness is a critical skill required of organizational leaders. It requires a feel for the reliability and validity of information and its sources. There are several different ways to gather information: Asking staff for feedback Conducting meetings Checking operational plans Electronic databases Reports Direct observation Program directors and staff manage and process information for the organizational leader, but this doesn t relieve the leader from the responsibility of analyzing information as part of the decision making process. Leaders obtain information from various sources so they can compare and make judgments about the accuracy of sources. A leader s preconceived notions and opinions (such as technology undermines basic skills or technology is the answer ) can interfere with objectives analysis. It s also possible to be too analytical, especially with limited amounts of information and time. When analyzing information, organizational leaders guard against dogmatism, impatience, or overconfidence that may bias their analysis. The first step in designing an assessment system is to determine the purpose of the assessment. While purposes vary, most fall into one of the following categories: Evaluate progress towards organizational goals, program goals, proponent objectives (funding sources) Evaluate the efficiency of a system, that is, the ratio of resources expended to the results gained (VITA) Evaluate the effectiveness of a system, that is the quality of the results it produces Compare the relative efficiency or effectiveness against standards. Compare the behavior of individuals in a program with prescribed standard. (master guidelines) Evaluate systems supporting the organization (legal, payroll, medical insurance, etc.) Organizational leaders consider the direct and indirect costs of assessing. Objective cost includes manpower required to design and administer the system and to collect, analyze, and report the data. Cost may also include machine processing times and

6 expenses relating to communicating the data. Subjective cost include possible confusion regarding organizational priorities and philosophies, misperceptions regarding trust and decentralization, fears over unfair use of collective data, and he energy expended to collect and refine the data. Organizational leaders ask themselves these questions: What s the standard? Does the standard make sense for all concerned? Did we meet it? What system measures it? Who s responsible for the system? How do we reinforce or correct our findings? It follows that organizational leaders who make these evaluations everyday will also hold their organizations to the highest standard. Summary Organizational leaders direct operations by setting the example, empowering their staff and supervising them accordingly. Organizational leaders concern themselves with building effective and efficient organizations. They also improve conditions within the organization by sustaining an ethical and supportive climate, building strong, cohesive teams and programs, and improving the processes that work within the organization. This lesson covered some of the processes organizational leaders use to effectively train and lead organizations. The elements of organizational leadership that were discussed represent best practices from various leadership doctrinal sources and publications.

Employee Performance Review

Employee Performance Review Employee Performance Review Source: Learn to Read, Inc. Review Date: Date of Last Review: Employment Date: Name: Title: Reports to: Expectation Basis Leadership Readily assumes responsibility for projects

More information

IC Performance Standards

IC Performance Standards IC Performance Standards Final Version 1 23 April 2009 1 TABLE OF CONTENTS BACKGROUND... 3 OCCUPATIONAL STRUCTURE... 4 PERFORMANCE ELEMENT CONTENT MODELS... 7 Professional and Technician/Administrative

More information

Performance Evaluation

Performance Evaluation Competency Exceptional Above Meets Partially Meets Overview of Ratings TRANSFORMATIVE work. In addition to exceeding performance goals, the organization (department, unit or program) is fundamentally better

More information

Performance Evaluation Senior Leadership

Performance Evaluation Senior Leadership Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the

More information

Core Leadership Competencies

Core Leadership Competencies Core Leadership Competencies The following guidance further clarifies the distinctions between levels of performance for the 8 core competencies outlined in Element 1 of all DHS SES performance plans.

More information

BUDGET ADMINISTRATOR JOB DESCRIPTION

BUDGET ADMINISTRATOR JOB DESCRIPTION BUDGET ADMINISTRATOR JOB DESCRIPTION I. Most Frequently Cited Tasks and Role Expectations The following information represents the most frequently cited critical tasks expected by school, college or unit

More information

Management Performance Appraisal

Management Performance Appraisal Management Performance Appraisal Name of Manager: Position: Department: Years in present position: Start date: Review Period: From: To: Revised June 2012 1 PERFORMANCE FACTORS: A. Integrity is the ability

More information

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS Leading Change Definition: This core competency involves the ability to bring about strategic change, both within and outside the organization,

More information

ASU College of Education Course Syllabus ED 4972, ED 4973, ED 4974, ED 4975 or EDG 5660 Clinical Teaching

ASU College of Education Course Syllabus ED 4972, ED 4973, ED 4974, ED 4975 or EDG 5660 Clinical Teaching ASU College of Education Course Syllabus ED 4972, ED 4973, ED 4974, ED 4975 or EDG 5660 Clinical Teaching Course: ED 4972, ED 4973, ED 4974, ED 4975 or EDG 5660 Credit: 9 Semester Credit Hours (Undergraduate),

More information

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)

More information

Public Health Competency Based Employee Performance Management Self Assessment Tool - Manager/Supervisor

Public Health Competency Based Employee Performance Management Self Assessment Tool - Manager/Supervisor Public Health Competency Based Employee Performance Management Self Assessment Tool - Manager/Supervisor Public Health Competency Based Employee Performance Management Toolkit OPHA & Partners, Version

More information

AB Volvo, 405 08 Göteborg, Sweden. Ref No 953810003, August 2009. The Volvo Way

AB Volvo, 405 08 Göteborg, Sweden. Ref No 953810003, August 2009. The Volvo Way AB Volvo, 405 08 Göteborg, Sweden Ref No 953810003, August 2009 The Volvo Way index Preface Our mission Customers first Customer focus Clear objectives Quality, safety, environmental care Continuous improvements

More information

DENVER WATER STRATEGIC PLAN

DENVER WATER STRATEGIC PLAN DENVER WATER STRATEGIC PLAN 1 Denver Water s Strategic Plan This Strategic Plan lays the foundation for Denver Water s future by establishing our vision, defining our core values, and outlining our mission,

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR Overview ORGANIZATIONAL BEHAVIOR Lesson 2 In last lecture we tried to understand the term of organizational behavior its need and its impact on the organization. The focus in this discussion is to have

More information

Northwestern Michigan College Supervisor: Employee: Department: Office of Research, Planning and Effectiveness

Northwestern Michigan College Supervisor: Employee: Department: Office of Research, Planning and Effectiveness General Information Company: Northwestern Michigan College Supervisor: Employee: Department: Office of Research, Planning and Effectiveness Employee No: Detail Job Title: Coordinator of Data Reporting

More information

LEADERSHIP DEVELOPMENT FRAMEWORK

LEADERSHIP DEVELOPMENT FRAMEWORK LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,

More information

WHO GLOBAL COMPETENCY MODEL

WHO GLOBAL COMPETENCY MODEL 1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.

More information

Elementary and Middle School Technology Curriculum Guidelines

Elementary and Middle School Technology Curriculum Guidelines Elementary and Middle School Technology Curriculum Guidelines Catholic Schools Office Diocese of Erie March, 2007 PHILOSOPHY STATEMENT... 1 TECHNOLOGY CURRICULUM FOUNDATION... 1 TECHNOLOGY FOUNDATION STANDARDS

More information

Prepared by: Kate Tarrant Prepared February 3, 2015

Prepared by: Kate Tarrant Prepared February 3, 2015 STATE POLICY TO PROMOTE EFFECTIVE TEACHING AND LEARNING Discussion Guide: In What Ways do Teaching Condition Support Effective Teachers? Prepared by: Kate Tarrant Prepared February 3, 2015 Please note

More information

Supervisory Competency Model

Supervisory Competency Model Supervisory Competency Model INTERPERSONAL SKILLS 1. Building Positive Working Relationships 2. Building Trust 3. Communication Skills LEADERSHIP SKILLS 4. Identifying and Mobilizing Resources 5. Initiating

More information

Leadership Competency Self Assessment

Leadership Competency Self Assessment USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:

More information

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

Presentation. Introduction Basic Leadership Styles Other Leadership Styles Conclusion

Presentation. Introduction Basic Leadership Styles Other Leadership Styles Conclusion Leadership Styles Presentation Introduction Basic Leadership Styles Other Leadership Styles Conclusion Introduction A groom spent days in combing and rubbing down his horse, But stole oats and sold them

More information

Baldrige Core Values and Concepts Customer-Driven Excellence Visionary Leadership

Baldrige Core Values and Concepts Customer-Driven Excellence Visionary Leadership Baldrige Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within

More information

Masters Comprehensive Exam and Rubric (Rev. July 17, 2014)

Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) 1 Educational Leadership & Policy Studies Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) The comprehensive exam is intended as a final assessment of a student s ability to integrate important

More information

INTERNAL AUDIT CHARTER

INTERNAL AUDIT CHARTER INTERNAL AUDIT CHARTER 1000.00 Mission 1000.01 The mission of the Office of Internal Audit is to be an integral part of the governance of the University by providing independent, objective assurance that

More information

Community Policing. Defined

Community Policing. Defined Community Policing Defined The Primary Elements of Community Policing Nonprof its / Service Providers Using the Crime Triangle Community policing is a philosophy that promotes organizational strategies

More information

1. Dream, Mission, Vision and Values

1. Dream, Mission, Vision and Values 1. Dream, Mission, Vision and Values This document constitutes Chapter 1 of the Fundamental Texts of CGI Group Inc. It begins with the mission statement of the company and is followed by the vision, the

More information

Public Health Competency Based Employee Performance Management Self Assessment Tool - Consultant/Specialist

Public Health Competency Based Employee Performance Management Self Assessment Tool - Consultant/Specialist Public Health Competency Based Employee Performance Management Self Assessment Tool - Consultant/Specialist Public Health Competency Based Employee Performance Management Toolkit OPHA & Partners, Version

More information

Management Fundamentals in Healthcare Organizations

Management Fundamentals in Healthcare Organizations Management Fundamentals in Healthcare Organizations University of Minnesota School of Public Health LEARNING MODEL The learning model underlying the Management Fundamentals Certificate is an application

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

The Association of Change Management Professionals

The Association of Change Management Professionals The Association of Change Management Professionals Statement of Change Management Scope, Knowledge Areas, and Process Groups March 31, 2012 Introduction The Association of Change Management Professionals

More information

CNE/CNO Governance and Leadership Self-Assessment

CNE/CNO Governance and Leadership Self-Assessment CNE/CNO Governance and Leadership Self-Assessment The RNAO Governance and Leadership Self-Assessment is presented as a tool for Chief Nursing Executives (CNEs) and Chief Nursing Officers (CNOs) to use

More information

Finding the Right People for Your Program Evaluation Team: Evaluator and Planning Team Job Descriptions

Finding the Right People for Your Program Evaluation Team: Evaluator and Planning Team Job Descriptions : Evaluator and Planning Team Job Descriptions I. Overview II. Sample Evaluator Job Description III. Evaluator Competencies IV. Recruiting members of your strategic evaluation planning team V. Recruiting

More information

FCPS IB Schools Academic Honesty Policy

FCPS IB Schools Academic Honesty Policy FCPS IB Schools Academic Honesty Policy Fairfax County Schools encourage students to demonstrate the ability to work interdependently within groups to increase productivity and achieve common goals. Students

More information

Ambulance Victoria. Position Description

Ambulance Victoria. Position Description Position Title: Project Manager, Access Control, Security & Maintenance Projects Position Description Division: Specialist Services Department: Property Services Reports To: Manager, Property Maintenance,

More information

The New West Point Leader Development System (WPLDS) Outcomes Approved by the Academic Board and Superintendent on 16 January 2014

The New West Point Leader Development System (WPLDS) Outcomes Approved by the Academic Board and Superintendent on 16 January 2014 Upon commissioning, West Point graduates are leaders of character committed to the ideals of duty, honor, country and prepared to accomplish the mission. They will: 1. Live honorably and build trust. Graduates

More information

PUBLIC ACCOUNTANTS COUNCIL HANDBOOK

PUBLIC ACCOUNTANTS COUNCIL HANDBOOK PUBLIC ACCOUNTANTS COUNCIL HANDBOOK Adopted by the Public Accountants Council for the Province of Ontario: April 17, 2006 PART I: PROFESSIONAL COMPETENCY REQUIREMENTS FOR PUBLIC ACCOUNTING PART II: PRACTICAL

More information

Joint SOF Leadership Competency Model Explained

Joint SOF Leadership Competency Model Explained Joint SOF Leadership Competency Model Explained The Joint SOF Competency Model was developed to identify the capability requirements of joint SOF leaders based on conditions within which joint SOF would

More information

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I SEARCH PROFILE Executive Director Policy, Planning and Legislative Services Alberta Seniors and Housing Executive Manager I Salary Range: $125,318 - $164,691 ($4,801.47 $6,310.03 bi-weekly) Limited Competition

More information

Tier One: Possess and Exercise Fundamental Knowledge of the Human and Physical Worlds

Tier One: Possess and Exercise Fundamental Knowledge of the Human and Physical Worlds SHARED LEARNING OUTCOMES - To meet the Institute s mission, the curriculum is designed to achieve a series of learning outcomes organized in five tiers. Tier One are the top level, primary outcomes derived

More information

National Standards. Council for Standards in Human Service Education. http://www.cshse.org 2013 (2010, 1980, 2005, 2009)

National Standards. Council for Standards in Human Service Education. http://www.cshse.org 2013 (2010, 1980, 2005, 2009) Council for Standards in Human Service Education National Standards ASSOCIATE DEGREE IN HUMAN SERVICES http://www.cshse.org 2013 (2010, 1980, 2005, 2009) I. GENERAL PROGRAM CHARACTERISTICS A. Institutional

More information

Online or on campus student: New Mexico State University MPH Program NCHEC Seven Areas of Responsibility and Competencies (www.nchec.

Online or on campus student: New Mexico State University MPH Program NCHEC Seven Areas of Responsibility and Competencies (www.nchec. 1 Name: Date: Online or on campus student: New Mexico State University MPH NCHEC Seven Areas of Responsibility and Competencies (www.nchec.org) Directions: Please rate your knowledge, skill and ability

More information

Internal Auditing: Assurance, Insight, and Objectivity

Internal Auditing: Assurance, Insight, and Objectivity Internal Auditing: Assurance, Insight, and Objectivity WHAT IS INTERNAL AUDITING? INTERNAL AUDITING business people all around the world are familiar with the term. But do they understand the value it

More information

CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY

CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY SUBSECTIONS Eight Steps of Organizational Team Member Empowerment Creating a New Culture Planning for Teamwork Actions MODULE TIME: 2 hours 15 minutes

More information

Leadership Principles

Leadership Principles Leadership Principles Building value-based leadership. We have defined five values that form the shared foundation of our business practices. They provide orientation for all of our employees. Our leaders,

More information

AD-AUDITING ACCOUNTANT, SENIOR

AD-AUDITING ACCOUNTANT, SENIOR Page 1 AD-AUDITING ACCOUNTANT, SENIOR CHARACTERISTICS OF WORK: This is professional accounting work of an "in-charge" nature characterized by an attitude of independence, self-reliance with analytical

More information

IACBE Advancing Academic Quality in Business Education Worldwide

IACBE Advancing Academic Quality in Business Education Worldwide IACBE Advancing Academic Quality in Business Education Worldwide Example of a Supervisor of Internship Rubric International Assembly for Collegiate Business Education 11374 Strang Line Road Lenexa, Kansas

More information

Arkansas Teaching Standards

Arkansas Teaching Standards Arkansas Teaching Standards The Arkansas Department of Education has adopted the 2011 Model Core Teaching Standards developed by Interstate Teacher Assessment and Support Consortium (InTASC) to replace

More information

Strategic Leadership and

Strategic Leadership and Chapter 11 Strategic Leadership and Change Management Chapter 11 Learning Outcomes Discuss the role of strategic leadership in the strategic management process. Describe the relevance of analyzing the

More information

... and. Uses data to help schools identify needs for prevention and intervention programs.

... and. Uses data to help schools identify needs for prevention and intervention programs. Rubric for Evaluating North Carolina s School Psychologists Standard 1: School psychologists demonstrate leadership. School psychologists demonstrate leadership by promoting and enhancing the overall academic

More information

Training & Development Certificate Program Topics/Objectives

Training & Development Certificate Program Topics/Objectives 1. Change Leadership: A structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. 2. Coaching: Organizational Development Theories and Techniques

More information

Rubric for Evaluating North Carolina s School Social Workers (Required)

Rubric for Evaluating North Carolina s School Social Workers (Required) Rubric for Evaluating North Carolina s School Social Workers (Required) STANDARD 1: School Social Workers Demonstrate Leadership. School Social Workers demonstrate leadership by promoting and enhancing

More information

B. The governance leadership team

B. The governance leadership team for Effective Governance of Georgia Nonprofit Charter School Governing Boards Domain I: Governance Domain Description: The Charter School Governing board is charged with acting in a manner that focuses

More information

Ayers Institute Leadership Resources: PSEL Alignment

Ayers Institute Leadership Resources: PSEL Alignment Professional Standards for al Leaders Standard 1: Mission, Vision, and Core Values Effective educational leaders develop, advocate, and enact a shared mission, vision, and core values of high-quality education

More information

PERFORMANCE STANDARDS FOR ADVANCED MASTERS PROGRAMS CURRICULUM STUDIES

PERFORMANCE STANDARDS FOR ADVANCED MASTERS PROGRAMS CURRICULUM STUDIES 1 PERFORMANCE STANDARDS FOR ADVANCED MASTERS PROGRAMS CURRICULUM STUDIES 2 PREAMBLE VINCENTIAN SPIRIT AND URBAN MISSION Given that the School of Education subscribes to the Vincentian spirit and urban

More information

The Health and Family Planning Manager s Toolkit PERFORMANCE MANAGEMENT TOOL

The Health and Family Planning Manager s Toolkit PERFORMANCE MANAGEMENT TOOL The Health and Family Planning Manager s Toolkit PERFORMANCE MANAGEMENT TOOL Part I - Performance Planning and Review System Part II - Developing Performance Objectives Part III - Developing Job Descriptions

More information

Position Title: Management Info Chief. Working Title: Technical Project Management Section Chief

Position Title: Management Info Chief. Working Title: Technical Project Management Section Chief Position Title: Management Info Chief Working Title: Technical Project Management Section Chief This management position directs the operational activities of the Project Management Office whose mission

More information

Part One: Review of Performance Elements Rating Scale

Part One: Review of Performance Elements Rating Scale Employee Name Employee ID Number Job Title Department Reviewing Supervisor Review Period Period Supervised by Reviewing Supervisor Period Employee in this Job Part One: Review of Performance Elements Rating

More information

360 Degree Feedback Form - Team Leader

360 Degree Feedback Form - Team Leader 360 Degree Feedback Form - Team Leader This form is to provide 360 degree feedback to the Team Leader, [name] on areas critical to the success of ClASS. This form will be filled by the ClASS team members

More information

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION 1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority

More information

HUMAN SERVICES MANAGEMENT COMPETENCIES

HUMAN SERVICES MANAGEMENT COMPETENCIES HUMAN SERVICES MANAGEMENT COMPETENCIES A Guide for Non-Profit and For Profit Agencies, Foundations and Academic Institutions Prepared by: Anthony Hassan, MSW, Ed.D. William Waldman, MSW Shelly Wimpfheimer,

More information

EMPLOYEE REVIEW SYSTEM

EMPLOYEE REVIEW SYSTEM DA 230 EMPLOYEE REVIEW SYSTEM EMPLOYEE NAME (Last, First, MI) SOCIAL SECURITY NUMBER/EMPLOYEE ID REVIEW PERIOD From: No. of Feedback Sessions: To: AGENCY NAME AND NUMBER REVIEW TYPE Probationary CLASS

More information

Framework for Leadership

Framework for Leadership Framework for Leadership Date Leader Self-Assessment Evaluator Assessment Domain 1: Strategic/Cultural Leadership Principals/school leaders systemically and collaboratively develop a positive culture to

More information

Danielson, C. (2007). Enhancing professional practice: A framework for teaching. (2 nd ed.). Alexandria, VA: ASCD.

Danielson, C. (2007). Enhancing professional practice: A framework for teaching. (2 nd ed.). Alexandria, VA: ASCD. Accuracy Use in future teaching know whether a lesson was effective or achieved its instructional outcomes, or teacher profoundly misjudges the success of a lesson. Teacher has no suggestions for how a

More information

INTERNAL AUDIT MANUAL

INTERNAL AUDIT MANUAL དང ལ ར ས ལ ན ཁག Internal Audit Manual INTERNAL AUDIT MANUAL Royal Government of Bhutan 2014 i i ii ii Internal Audit Manual དང ལ ར ས ལ ན ཁག ROYAL GOVERNMNET OF BHUTAN MINISTRY OF FINANCE TASHICHHO DZONG

More information

360 Degree Leadership Competencies and Questions

360 Degree Leadership Competencies and Questions 360 Degree Leadership Competencies and Questions Educational Impact 2007 1 360 Degree Leadership Assessment Responses Below is a list of the questions that appear in the Educational Impact 360 Degree School

More information

The Engineers Canada Leader

The Engineers Canada Leader The Engineers Canada Leader Executive Summary Engineers Canada exists to provide national support and leadership on behalf of engineering regulators to promote and maintain the interests, honour, and integrity

More information

SPA PERFORMANCE MANAGEMENT PROGRAM GENERAL COMPARISON OF EXPECTATION LEVELS FOR ORGANIZATIONAL VALUES

SPA PERFORMANCE MANAGEMENT PROGRAM GENERAL COMPARISON OF EXPECTATION LEVELS FOR ORGANIZATIONAL VALUES (N) (M) (E) Performance consistently does not meet documented expectations and measurements in this area. Performance consistently meets documented expectations and measurements in this area. Performance

More information

Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/2015

Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/2015 JOB DESCRIPTION: MANAGER, HUMAN RESOURCE INFORMATION SYSTEMS (HRIS) DEPARTMENT: Talent Management-Human Executive Director, REPORTS TO: Resources Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT

More information

Section Two: Ohio Standards for the Teaching Profession

Section Two: Ohio Standards for the Teaching Profession 12 Section Two: Ohio Standards for the Teaching Profession 1 Teachers understand student learning and development and respect the diversity of the students they teach. Teachers display knowledge of how

More information

Halifax County Public Schools. Business and Operations Administrator/Supervisor Evaluation and Final Evaluation Report

Halifax County Public Schools. Business and Operations Administrator/Supervisor Evaluation and Final Evaluation Report Halifax County Public Schools Business and Operations Administrator/Supervisor Evaluation and Final Evaluation Report Approved July 2012 73 74 Halifax County Public Schools Business and Operations Administrator/Supervisor

More information

Integrated Risk Management:

Integrated Risk Management: Integrated Risk Management: A Framework for Fraser Health For further information contact: Integrated Risk Management Fraser Health Corporate Office 300, 10334 152A Street Surrey, BC V3R 8T4 Phone: (604)

More information

QUALITY TOOLBOX. Creating a Complete Business Management System. Many organizations have separate environmental management. Integrating environmental,

QUALITY TOOLBOX. Creating a Complete Business Management System. Many organizations have separate environmental management. Integrating environmental, QUALITY TOOLBOX Creating a Complete Business Management System Many organizations have separate environmental management and occupational, health, and safety management systems. They are defined as being

More information

middle states association of colleges and schools

middle states association of colleges and schools middle states association of colleges and schools STANDARDS FOR ACCREDITATION of Supplementary Education Organizations (SEO) Commission on Secondary Schools (CSS) of the Middle States Association of Colleges

More information

Business Analyst Position Description

Business Analyst Position Description Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

Strategic Business and Operations Framework Understanding the Framework June 30, 2012

Strategic Business and Operations Framework Understanding the Framework June 30, 2012 Strategic Business and Operations Framework Understanding the Framework June 30, 2012 Table of Contents The Pathway to Success: The Strategic Business and Operations Framework... 3 What is the Strategic

More information

NORTH CAROLINA PROFESSIONAL SCHOOL SOCIAL WORK STANDARDS

NORTH CAROLINA PROFESSIONAL SCHOOL SOCIAL WORK STANDARDS NORTH CAROLINA PROFESSIONAL SCHOOL SOCIAL WORK STANDARDS Every public school student will graduate from high school globally competitive for work and postsecondary education and prepared for life in the

More information

Self-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4

Self-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4 Standard 1: Purpose and Direction 1.1 The system engages in a systematic, inclusive, and comprehensive process to review, revise, and communicate a system-wide propose for the student success. The system

More information

Proficiency Levels for Leadership Competencies

Proficiency Levels for Leadership Competencies Table of Contents Leading Change Creativity and Innovation...1 External...2 Flexibility...3 Resilience...4 Strategic Thinking...5 Vision...6 Leading People Conflict Management...7 Leveraging Diversity...8

More information

Project Management Career Path Plan

Project Management Career Path Plan Agency Name Project Management Plan Start Introduction This tool was designed to provide individuals with the information they need to develop along the Project Management track within the Agency. This

More information

Succession Planning Discussion Guide

Succession Planning Discussion Guide Succession Planning Discussion Guide Overview This discussion guide is used to facilitate the development of the success profile for the CEO and/or other top leadership positions. The success profile describes

More information

Staff Performance Evaluation Training. Office of Human Resources October 2014

Staff Performance Evaluation Training. Office of Human Resources October 2014 Staff Performance Evaluation Training Office of Human Resources October 2014 Documents Suggestion: Have copies of the following documents available during this presentation Core Competencies Staff Self-Evaluation

More information

Self-Assessment for Administrators of Child Care Programs

Self-Assessment for Administrators of Child Care Programs Self-Assessment for Administrators of Child Care Programs Child Care Director s and Administrator s Self-assessment North Carolina Institute for Early Childhood Professional Development Self-assessment

More information

Leader Development. U.S. Army Cadet Command

Leader Development. U.S. Army Cadet Command Leader Development U.S. Army Cadet Command U.S. Army Cadet Command What is Leadership Levels of Leadership Direct Organizational Strategic Conditions of Leadership Formal/ Positional Informal / Personal

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

Appendix A. Educational Policy and Accreditation Standards

Appendix A. Educational Policy and Accreditation Standards Appendix A Educational Policy and Accreditation Standards A new Educational Policy and Accreditation Standards has been approved by the CSWE Board of Directors in April 2008. Preamble Social work practice

More information

Analyst - EDI. healthalliance Purpose, Vision and Principles. Purpose Statement

Analyst - EDI. healthalliance Purpose, Vision and Principles. Purpose Statement Principles Vision Purpose Statement Analyst - EDI healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations. We will deliver increasing value

More information

Clayton State University Master of Health Administration Program Fall 2009 Assessment

Clayton State University Master of Health Administration Program Fall 2009 Assessment Clayton State University Master of Health Administration Program Fall 2009 Assessment MHA Program Mission: The mission of the Health Care Management program is to prepare ethical and socially responsible

More information

JOB DESCRIPTION. Chief Nurse

JOB DESCRIPTION. Chief Nurse JOB DESCRIPTION Chief Nurse Post: Band: Division: Department: Responsible to: Responsible for: Chief Nurse Executive Director Trust Services Trust Headquarters Chief Executive Deputy Chief Nurse Head of

More information

TLE Observation and Evaluation Rubric Nurses

TLE Observation and Evaluation Rubric Nurses TLE Observation and Evaluation Rubric Nurses Domain/Relative Weight Dimension Page Program Management %. Program Scheduling. Collaboration. Clinic Environment. Discipline Focus Instructional Skills 0%.

More information

TOOL KIT for RESIDENT EDUCATOR and MENT OR MOVES

TOOL KIT for RESIDENT EDUCATOR and MENT OR MOVES Get to Know My RE Observe Collect Evidence Mentor Moments Reflect Review Respond Tailor Support Provide Provide specific feedback specific Feedback What does my RE need? Practice Habits Of Mind Share Data

More information

Talent Development Coordinator Job Description

Talent Development Coordinator Job Description Talent Development Coordinator Job Description Company: Northwestern Michigan College Salary Grade: 14 Functional Job Title: Talent Development Coordinator Effective Date: 9/23/2013 Functional Job Code:

More information

2. Educational Policy and Accreditation Standards

2. Educational Policy and Accreditation Standards 2. Educational Policy and Accreditation Standards Preamble Social work practice promotes human well-being by strengthening opportunities, resources, and capacities of people in their environments and by

More information

DEPARTMENT OF OF HUMAN RESOURCES. Career Planning and Succession Management Resources

DEPARTMENT OF OF HUMAN RESOURCES. Career Planning and Succession Management Resources DEPARTMENT OF OF HUMAN RESOURCES Career Planning and Succession Management Resources CONTENTS: ASSESSMENT TOOLS... 3 Work Personality Index (WPI)... 3 Myers Briggs Type Indicator (MBTI)... 3 Multiple Perspective

More information

Competency Requirements for Executive Director Candidates

Competency Requirements for Executive Director Candidates Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives

More information

School Psychology Program Goals, Objectives, & Competencies

School Psychology Program Goals, Objectives, & Competencies RUTGERS SCHOOL PSYCHOLOGY PROGRAM PRACTICUM HANDBOOK Introduction School Psychology is a general practice and health service provider specialty of professional psychology that is concerned with the science

More information

Colorado Professional Teaching Standards

Colorado Professional Teaching Standards Colorado Professional Teaching Standards Standard I: Teachers demonstrate knowledge of the content they teach a. Teachers provide instruction that is aligned with the Colorado Academic Standards and their

More information