0
What new ideas an office administrator do to add onto the Organization?
Wiki User
∙ 12y ago
As an administrator, begin to think of new ways to motivate, empower, value, inspire and build commitment with your staff, perhaps by:
• giving them opportunities to suggest topics and resources for in-service and staff development programs
• Presenting options for scheduling, room assignment etc...
• Trying to accommodate staff members' needs for input and choice when making administrative decisions that concern them
• Providing the most direct channels possible for access to supplies, resource personnel and yourself
• modeling the beliefs, behaviors, language patterns and attitudes you would like your teachers to adopt
• offering acceptance, feedback and support while encouraging teachers to solve their problems themselves
• resisting the habit to get in the middle of and taking responsibility squabbles between kids and teachers, even if that's always been your job
• refusing to punish students for infractions you did not witness
• helping teachers resolve conflicts with other staff members or parents without assuming responsibility for the solution of the problems
• encouraging the development or creation of a reward oriented school environment; helping teacher find ways to increase the number of positive options they can offer to students
• providing resources or support necessary to help teachers develop success oriented instruction and routines (make success possible for students at a variety of ability levels)
• being visible in non conflict arenas; visiting every classroom, as often as possible, to offer feedback or just help out finding something positive to say about every member of your staff
• making time to regularly acknowledge the contributions your staff members make (including casual, informal verbal or written messages of recognition and appreciation)
• encouraging (not requiring) your staff to do the same for one another
• Using motivators and rewards to show appreciation, recognize special achievements or just break up routines
• identifying and changing negative, reactive school policies
• maintaining regular and positive communication with the community
• taking care of you; learning to let go, delegate, set and maintain boundaries
Wiki User
∙ 12y ago
Add your answer:
Earn +20 pts
How can one go into learning objectives?
If someone was looking into learning objectives they could use a large variety of different useful resources. The best resource to use is to go onto education websites.
What is the sequence of the evolution of business?
The evolution of business starts from the beginning of time for humans. First we had a barter system that traded work for goods, much like we have today. Then it goes to the feudalism of the kings and other rulers and onto mercantilism, capitalism, commerce, property rights, and finally the industrial revolution around the 19th century.
Advantages and disadvantages of delegation of authority?
Delegation is getting complicated. Many younger workers have difficulty with strick delegation even when it comes with authority. It seems even experienced workers want to push responsibility back onto bosses and avoid taking ownership of any authority or accountability. The advantages of course are that you can focus on the things you should while developing your team. It teaches them autonomy and greater responsibility and you get to work on those higher level things that prepare you for advancement.
How can organizations develop effective leaders?
Developing leaders and leadership in organizations HGSE Professor David PerkinsEducational leaders are increasingly looking at lessons learned in other industries to inform their leadership strategies. The Learning Innovations Laboratory (LILA) is a research initiative at Project Zero at the Harvard Graduate School of Education, led by principal investigator David Perkins, Professor of Education. LILA is a collaborative learning community of business leaders and Harvard researchers whose members include executives from diverse organizations, including the US Army, the World Bank, Cisco Systems, Raytheon, Humana, YMCA, and Deloitte.What challenges are we likely to face in developing leadership in organizations? What steps should organizations take to improve the effectiveness of their leadership development initiatives? In this piece, the LILA contributors suggest that successful leadership development hinges on (1) Focusing on the development of leadership, not individual leaders; (2) Distributing leadership responsibility throughout an organization; (3) Embedding leadership development in the context of people's work; and (4) Assessing your organization's capacity for, and immunity to, leadership development."Are we witnessing the end of leadership?" asks LILA principal investigator David Perkins. With this provocative question, Perkins suggests that the voluminous and ever-growing body of leadership research has invested this term with so many (often conflicting) meanings that it may have lost much of its utility.In his book, King Arthur's Round Table (2003), Perkins identifies four different patterns or "archetypes" onto which the many nuanced varieties of leadership might be mapped:Answer-Centered Leadership. Declares what's to be done and why. Answer-centered leaders provide direction from the top of an organization.Vision-Centered Leadership. Offers a strong energizing vision about the general direction of an organization, along with great personal commitment.Inquiry-Centered Leadership. Fosters inquiry at various levels through questions, facilitation, and establishing community and organizational structures supportive of inquiry.Leadership by Leaving Alone. Leaves people alone to find their way. This Darwinian approach reveals the personnel who have what it takes to survive and assume roles with increasing responsibility.Despite the lack of consensus about what constitutes leadership, organizations generally agree on one point - there isn't enough of it. The ongoing obsession with the leadership theme reflects the widespread belief that developing leaders and leadership is a sure means of transforming organizations for the better.So, leadership development matters - but how do we engage in it successfully? LILA's members and researchers explore this question via in-depth discussions of their own organizational experiences. These discussions have yielded rich insights and practical suggestions that can be distilled into four principal injunctions:1. Focus on developing leadership, not individual leadersIn spite of the proliferation of competing theories of leadership, the most popular leadership development publications and programs reinforce the ideal of the "leader as individual hero" - the strong-willed, charismatic chief executive who personifies an organization and its success. The celebrity CEO makes decisions at the top of a hierarchical, command-and-control structure. In such organizations, leadership development entails selecting a subset of personnel for special training that will make these individuals "leaders" - irrespective of the contexts and web of relationships in which they operate. This model of leadership development is simplistic; it errs in conceiving of leadership as a property of a few, select individuals, rather than as an input into a variety of situations. LILA's contributors encourage us to think of leadership as a product of the relations that exist between people in an organization. Nicolas Gorjestani, Chief Learning Officer at the World Bank, cites the need to develop a new set of "behavioral competencies" at the Bank - competencies that have not traditionally been associated with the "charismatic individual" model of leadership.Gorjestani identifies these key competencies as humility, empathy, curiosity, listening, hearing, and patience. By cultivating such competencies in teams and across organizations, leadership is expressed as enabling - as allowing the valuable talents and contributions of others to emerge - rather than as dictating to others or compelling imitation of one's own behavior. Speaking to this distinction, Linda Hill of the Harvard Business School advocates asking the question, "Am I creating a context where others can lead?" rather than the question, "Am I leading?"2. Distribute the responsibility for leadership throughout your organizationTraditionally, leadership development programs have been targeted at executives and managers who occupy nominal positions of authority and exhibit leadership "potential." In a fully adaptive, successful organization, leadership is expressed when an individual plays one of several roles that, collectively, ensure the effective functioning of that organization. John Clippinger, a scholar of distributed leadership at the Harvard Law School, proposes that these include (but are not limited to) the following "archetypal" leadership roles: The Exemplar. The role model that others imitate; exemplifies the assessment criteria and sets the standards for becoming a member of a network; important in setting the tone and culture of the organization.The Gatekeeper. Understands the criteria for being included, retained, elevated, and excluded from a network; decides who is in and who is out; denies admittance to, and weeds out, those who fail to meet the standards of the network.The Visionary. Determines what is limiting about the present and shows what is possible for the future; imagines new possibilities and plays a critical role in moving the networked organization in new directions.The Truth-Teller. Keeps the network honest; identifies half-truths, cheaters, liars, and spinners in the networked organization; exemplifies independence, transparency, accuracy, and candor in the face of tremendous pressure.The Fixer. Knows how to get things done; pragmatic and results oriented; creative in solving problems, and often bends rules and works through informal networks.The Connector. Participates in multiple social networks; has numerous friends, contacts, and connections; critical to identifying and accessing new resources and helping get a message out.The Enforcer. Uses coercion and pressure (perhaps physical, but more likely peer or psychological) to compel adherence to rules and network standards.The Facilitator. Creates sub-networks or communities that provide network value and benefit an entire group; plays the role of a "community coordinator" in communities of practice; vital to coordinating and enabling other actors and decision-makers.It is necessary for every individual within an organization to be encouraged to exercise leadership from time to time, under circumstances where their particular knowledge, skills, and circumstances make it advantageous to do so. Consequently, leadership development initiatives must encourage people to think in terms of alternating between leader and follower roles.3. Embed leadership development in work processes, rather than in leadership trainingThe idea that leadership is a property of organizational networks - and that every person within a structure can, and should, play leadership roles - has profound implications for leadership development. David Perkins and Linda Hill suggest that leadership development is most effective when personnel are encouraged to learn from "real world" problems and challenges presented by their jobs. Effective leadership development does not happen in a vacuum, or in a classroom, but in the flow of engaging work. It is a process, not an event. 4. Assess your organization's capacity for (and immunity to) leadership developmentOrganizations often leap into leadership development initiatives without assessing their capacity for, and resistance to, such programs. LILA members caution against the development of an "avoidance culture;" organizations that start new initiatives in order to avoid following through on prior initiatives are exhibiting the signs of an avoidance culture. David Perkins refers to the "idea-action gap" - the inability of many organizations to follow through on avowed commitments to change-oriented programs, such as leadership development.Leadership initiatives often fail because their proponents fail to recognize, and locate the sources of, unacknowledged commitments that compete with their new, expressed commitments. An expressed commitment to more distributed leadership may, for example, conflict with a deeper, hidden commitment to preserving decision-making autonomy at the top of an organization as a bulwark against the erosion of senior managements' status and rewards.Excerpted with permission from "Developing Leaders & Leadership in Organizations," by David A. Cole, LILA Insights, July 2005.
What is mean by lead management and their functions?
If you are referring to "sales lead management" then there are actually 5 stages;Lead GenerationLead QualificationLead DistributionLead VerificationLead ConversionLead generation is the front end process used to create a lead - can be a marketing led function or sales led.Once a lead is generated you need to determine if it is real, the level of interest and what needs to happen to it.You then need to distribute it or pass it onto member of the sales team who will also need to verify the lead is real and sales ready.If the lead is sales ready it can then be placed into a sales process to convert that lead into a customer if there is a good fit.
When you try to play halo ce online it says needs adminastrator privelges why is this?
On most computers, you have to have administrator privileges on your computer. You can log onto an administrator to change these settings.
I changed the domain to workgroup and now the old username and password will not let me onto the computer. How can you get onto a computer after you change the domain name?
Log in as the administrator. and change settings from there
Where can one find ideas for a Christmas program?
A person can find ideas for a Christmas program by logging onto the official Christmas ideas website and searching for great ideas to do on that website.
Is an example of a type of ethics imposed by law onto a professional organization?
Employment law is an example of a type of ethics imposed by law onto a professional organization. A dress code could be another example.
What do you do with the globe in mr silva office in poptropica?
you have to roll it next to the chair and jump onto the globe and onto the chair
If you are logged onto administrator account how can you find your password?
Look under control panel, Users Group, you will find eveyones name and password.
How do you get your doctor to kiss you?
u dont. he/she could be fired if it were at his office. ask him/her out for dinner instead of coming onto him/her at the office.
How do you publish a book that uses characters or ideas from franchises like Doctor Who?
I don't know if you can publish it, but you can go onto many fanfiction websites and upload it onto there.
How do you get PowerPoint viewer 2003 on your computer?
Go onto the Internet and type in Microsoft office and then go onto the Microsoft one and click the download button.
Where is my server for south bend post office credit union?
I can not log onto my account
Can you save Microsoft Office onto a flash drive and access it from your Ipad?
yeh bro
How do you brain splat on office jerk?
Throw the brain so it splats onto his face
