Leadership in Education : Organizational Theory for the Practitioner

by Marion, Russ

• ISBN13: 9781577663942
• ISBN10: 1577663942
• Edition: Revised
• Format: Paperback
• Copyright: 2005-01-15
• Publisher: Waveland Pr Inc

Summary

This book introduces the pivotal theories of organizational leadership behavior in a direct, comprehensive manner. By design, it is written to challenge, change, and expand the leadership behaviors of readers. Clearly organized, it exposes readers to Closed Systems theories from the first half of the 20th century, Open (Contingency) theories from the mid- century, and current postmodern or anti-positivistic theories. For anyone in a leadership role--or anyone trying to achieve one, and interested in examining their own leadership behavior.

Table of Contents

Part One Closed Systems Theory	1	(80)
Roots of Modern Organizational Theory	3	(18)
Overview and Chapter Objectives	3	(1)
Introduction to Theory	4	(3)
Theory and Practice	5	(2)
Physics and Society	7	(3)
Herbert Spencer and Social Darwinism	10	(5)
Competition or Cooperation	11	(2)
The Impact of Social Darwinism	13	(1)
Theory and Morality	14	(1)
The Punctuation of Social Darwinism	15	(1)
Diary	16	(1)
Recommended Readings	17	(1)
Research Journals and Trade Magazines for Organizational Theory	17	(3)
References	20	(1)
Managing Tasks	21	(20)
Overview and Chapter Objectives	21	(1)
Frederick Taylor and the Scientific Management Movement	22	(6)
Worker Incentives	24	(1)
Scientific Management and Social Justice	25	(1)
Decision Making from a Taylorian Perspective	26	(2)
Leadership Functions	28	(4)
Communication and Administration Management	29	(3)
Bureaucracy Theory	32	(5)
Critique of Bureaucracy Theory	34	(3)
Hyperrationality	37	(1)
Diary	37	(1)
Recommended Readings	38	(1)
References	39	(2)
Supervising People	41	(25)
Overview and Chapter Objectives	41	(1)
Elton Mayo and the Human Relations Movement	42	(4)
The Hawthorne Plant Studies	43	(3)
Three Traditions in Human Relations Research	46	(16)
Motivation and Worker Psychology	46	(7)
Communication and Informal Groups	53	(6)
Change: The Human Relations Approach	59	(3)
Diary	62	(1)
Recommended Readings	63	(1)
References	64	(2)
Tasks Versus People	66	(15)
Overview and Chapter Objectives	66	(1)
Leadership and Chester Barnard's Cooperative System	67	(1)
Philip Selznick and Institutionalism	68	(2)
Perspectives of Leadership	70	(7)
Machine Theorists' Perspectives on Leadership	70	(3)
Human Relationists' Perspectives on Leadership	73	(1)
Structuralists' Perspective on Leadership	74	(3)
Punctuation	77	(1)
Diary	78	(1)
Recommended Readings	78	(1)
References	78	(3)
Part Two Prescriptive Open Systems Theory	81	(82)
References	83	(2)
Motivation and Communication in Open Systems	85	(34)
Overview and Chapter Objectives	85	(1)
The Open Systems Perspective on Things	86	(1)
Characteristics of Open Systems	87	(4)
Mapping the Environment	88	(3)
Models of Open Systems	91	(7)
Case Study on Change	93	(3)
Holistic Analysis of World Dynamics	96	(2)
The Getzels-Guba Model of Organization	98	(6)
Practical Application of the Getzels-Guba Model	101	(2)
Criticism of the Getzels-Guba Model	103	(1)
Motivation and Open Systems Theory	104	(4)
The Porter-Lawler Model	106	(1)
Case Study	107	(1)
Leadership and MBO---Management by Objectives	108	(1)
Communication and Open Systems	108	(7)
Information Flow	110	(3)
Information Overload	113	(2)
Open Systems Theory and Subsequent Theoretical Debates	115	(1)
Diary	116	(1)
Recommended Readings	117	(1)
References	117	(2)
Prescriptions for Leadership	119	(30)
Overview and Chapter Objectives	119	(1)
The Philosophy Underlying Contingency Theory	120	(1)
Basic Contingency Theory	121	(11)
Generalists and Specialists	124	(1)
Environment	125	(2)
Differentiation in Organization	127	(3)
How Size Affects Structure	130	(2)
Formalization and Integration	132	(1)
Leadership	132	(11)
Managerial Grids	133	(1)
Fiedler's Contingency Theory	134	(2)
Path-Goal Contingency Model	136	(2)
Hersey's and Blanchard's Tri-Dimensional Leader Effectiveness Model	138	(5)
Case Studies	143	(1)
Criticisms of Contingency Theory	143	(3)
Diary	146	(1)
Recommended Readings	147	(1)
References	148	(1)
Conflict	149	(14)
Overview and Chapter Objectives	149	(1)
Conflict Theory	150	(2)
Conflict and the Structuralist Perspective	152	(1)
Conflict and Leadership Prescriptions	153	(2)
Conflict and Alliances	155	(6)
Case Study	157	(4)
Diary	161	(1)
Recommended Readings	161	(1)
References	162	(1)
Part Three Anti-Positivistic Theory	163	(198)
Overview and Structure	165	(2)
Orientation	167	(1)
References	168	(1)
Decision Making, Learning, and Loose Coupling	169	(25)
Overview and Chapter Objectives	169	(1)
Loose Coupling	170	(4)
Coupling and Stability	172	(1)
Leadership and Change	172	(1)
Change and Dissemination	173	(1)
Decision Making	174	(6)
Decisions in a Garbage Can	178	(2)
Organizational Learning	180	(11)
Knowledge Acquisition	181	(2)
Communication, or Information Distribution	183	(3)
Information Interpretation	186	(3)
Organizational Memory	189	(1)
Problem-Solving Versus Problem-Finding	190	(1)
Diary	191	(1)
Recommended Readings	191	(1)
References	192	(2)
Evolution of Organizational Species: Schools as Professional Bureaucracies	194	(31)
Overview and Chapter Objectives	194	(1)
Population Ecology	195	(2)
Environment	197	(2)
Social Evolution	199	(8)
Variation	200	(4)
Selection	204	(1)
Retention	204	(3)
Types of Organizations	207	(8)
Leadership in Professional Bureaucracies	210	(1)
Shortcomings in the Professional Model	211	(4)
The Failure of Organizations, Movements, and Ideas	215	(3)
Leadership	218	(4)
Diary	222	(1)
Recommended Readings	222	(1)
References	223	(2)
Schools as Cultures	225	(27)
Overview and Chapter Objectives	225	(2)
The Elements of Organizational Culture	227	(1)
The Characteristics of Culture	228	(4)
Observed Behavioral Regularities when People Interact	228	(1)
Group Norms	229	(1)
Espoused Values	229	(1)
Formal Philosophy	230	(1)
Rules of the Game	230	(1)
Climate	230	(1)
Embedded Skills	231	(1)
Habits of Thinking	231	(1)
Shared Meaning	231	(1)
Root Metaphors	232	(1)
The Functions of Cultural Behavior	232	(3)
Dysfunctional Cultures	235	(1)
Theory Z	236	(3)
Decline of the Iron Cage	239	(1)
Leadership and Impacting Culture	239	(6)
Transactional and Transformational Leadership	242	(2)
Total Quality Management	244	(1)
Organizational Structure and Culture	245	(3)
Case Study	246	(2)
Problems with Culture Theory	248	(1)
Diary	248	(1)
Recommended Readings	249	(1)
References	250	(2)
Morality and Organizational Control	252	(27)
Overview and Chapter Objectives	252	(3)
The Structuralist Heritage	253	(2)
Assumptions Underlying the Critical Theory Perspective	255	(6)
Control and Efficiency	256	(1)
The Velvet Glove of Control	257	(1)
Social Class	258	(1)
Mistreatment	259	(1)
Knowledge Is Not Neutral	259	(2)
Critical Theory and Traditional Leadership Strategies	261	(8)
Management by Objectives	262	(1)
Mentoring	263	(1)
Strategic Planning	263	(2)
Empowerment and Team-Based, Decentralized Decision Making	265	(2)
Enhanced Technology	267	(2)
Feminist Critical Theory	269	(3)
Leadership and Organizational Morality	272	(2)
Lessons from Critical Theory	274	(1)
Diary	275	(1)
Recommended Readings	276	(1)
References	276	(3)
Pressures That Shape Organizations	279	(21)
Overview and Chapter Objectives	279	(1)
Background	280	(1)
The New Institutionalism	281	(2)
Institutionalism and Social Legitimacy	282	(1)
Why Schools Look So Much Alike	283	(6)
The Engines of Similarity	284	(2)
Bridges	286	(3)
Technical and Institutional Dimensions of Organization	289	(1)
From Technical to Institutional	290	(1)
Leadership	291	(1)
Institutionalism and Critical Theory	292	(1)
Twists Upon Twists: A Summary	293	(2)
Institutional and Technical Environments Revisited	295	(1)
Diary	296	(1)
Recommended Readings	296	(2)
References	298	(2)
Complexity: Encouraging Innovation and Building Fitness	300	(32)
Overview and Chapter Objectives	300	(1)
Overview of Chaos and Complexity Theories	301	(4)
Complexity's Place in Organizational Theory	303	(2)
Emergence	305	(8)
The Emergence of Cooperation	305	(3)
The Emergence of Innovation	308	(2)
The Emergence of Fitness	310	(3)
Leading Complex Organizations	313	(3)
Leadership and the Emergence of Group Personalities	315	(1)
Organizational Inertia and Fitness---A Different Twist	316	(4)
Traditional Fitness: Decreasing Returns	316	(1)
Complex Stability and Fitness: Increasing Returns	317	(3)
Positivism or Anti-positivism?	320	(2)
The Fifth Discipline	322	(6)
Case Study	325	(3)
Diary	328	(1)
Recommended Readings	328	(2)
References	330	(2)
Changing Educational Organizations	332	(29)
Overview and Chapter Objectives	332	(1)
Positivism and Change	333	(7)
Scientific Management and Change	333	(1)
Power-Coercive Planned Change	334	(1)
Human Relations and the Lewinian Approach to Change	335	(1)
Psychological Change	336	(1)
The Heroic Leader	337	(1)
Strategic Planning	338	(1)
Open Systems	339	(1)
Anti-Positivism and Change	340	(16)
Learning Theory and Loose Coupling	341	(1)
Loose Coupling and Change	342	(1)
Case Study	343	(2)
Darwinian Organization	345	(3)
Cultural Change	348	(1)
Institutionalism	349	(2)
Case Study	351	(2)
Changing Complex Systems	353	(3)
Case Studies and Roundtable	356	(1)
Finis	356	(1)
Diary	357	(1)
Recommended Reading	358	(1)
References	358	(3)
Index	361