Case+Study+4

Using the attached Case Study 113 discuss the "Discussion Questions". Then add your answers to the following questions... What would you have done differently, as the building administrator?  What is the underlying ethical dilemma?  What values were demonstrated/employed in this situation? How would you push the leadership to a higher level of ethical behavior? Asking questions/having discussions with new administrators to address areas of concern: -- what things are going well? How do you know? -- what things do you feel might not be working? What are some ideas for addressing those problems/concerns? -- how do you feel about the relationships you are building with your staff? What practices are having the most positive effects? --Do the ORID questions
 * Not make promises that you can't follow through on.
 * Give timely feedback/information.
 * Take a more team approach to making some of the decisions that affect other people (e.g., Open House, Book Selection).
 * Communicate to staff right away when unexpected changes happen to promises that you have made instead of waiting for them to ask you
 * Lack of communication skills.
 * Appears to have a disregard to teachers thoughts, feelings, & skills.
 * Lack of interpersonal skills
 * Lack of taking time to understand the climate/culture of the school
 * Oversensitive to criticism
 * Control vs. collaboration
 * Too-task focused
 * Efficiency
 * Productivity
 * Wanted to include more people in decision-making process
 * Task-focused
 * Determination
 * Achievement