New School Administration Change Plan Case Study

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Case Study: The Case of the New Hire

Q1. If you were Valerie Rizzo, what steps would you take in the first 30 days of your incumbency as the middle school principal to introduce the previously mentioned change-related issues while establishing effective human relations with your building staff?

According to Vroom (1964), motivation to achieve a goal is grounded in the perceived desirability of the goal, the perceived ability to exhibit the necessary behaviors to achieve the goal, and the perceived ability to attain the goal (Razik & Swanson 2010). In this instance, faculty members, despite having tenure, must be convinced of the desirability of making needed changes in the curriculum to improve student results. Rizzo must create a sense of urgency for change; for example, underlining the need for the district to meet state-mandated standards of student performance. To maintain effective human relationships, it is important not to do this in a hostile or threatening manner, but it is still necessary to stress the need to move forward. “Motivating people to work smarter means encouraging them to think and work creatively” (Razik & Swanson, 2010, p.111). In the case of educators, almost inevitably the focus is upon the need for smarter work, given that educating students is not like producing more widgets in a factory.

It is also important to provide a plan with specific steps to reach specific goals, such as offering teachers with struggling students additional instructional materials and resource room staff to allow for greater differentiated instruction in the classroom and support.

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The steps taken to improve results should have a clear link to the final goals. Additionally, teachers should learn how these new innovations will help them as educators, given the need to motivate individuals based upon positive ideas (such as doing a better job and giving back to students) versus negatives (such as threatening tenure or sanctioning students due to a failure to perform).

Q2. How will you approach the previously mentioned issues with your administrative peers across the district?

On a district basis, there should be regular communication of student and teacher levels of performance, so it can be determined where there are areas of growth as well as weakness. These performance measures should be based as much as possible on objective, professionally-accepted standards of performance, to avoid allegations of favoritism and bias. A regular conversation with administrative peers will ensure that there is understanding that things are moving forward, even if the path is not always a linear one to student excellence.

Q3. What model(s) of human needs and leadership discussed in this chapter will you use to guide you in your new role? Why?

Theory X/Theory Y theory is one of the most compelling models for organizational motivation. This theory suggests that rather than being….....

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