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Inter-Organizational Conflict

Guidance vs. Assistant Principal

Sherri Brown

on 31 October 2011

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Transcript of Inter-Organizational Conflict

Double click anywhere & add an idea A vice principal, who has been in the school building for at least two years, has been given the task of administering the pupil personnel program which includes the guidance department (several counselors). For two years, the VP has been observing the previously autonomous program and he sees some need for improvement. •Too many students for individual
conferences all the time.
•A lot of staff conferences
•A lot of telephone calls
•Many out of building meetings Finally the AP decided to write a memo (with approval of Principal) to all the counselors about the need for change, encouraging them to develop some group guidance programs and keep a brief counseling log of their activities. This was done in a friendly and professional way, stressing that all programs need to continuously improve. That week there was no response from guidance.
At the end of the week, a memo was returned from the director of guidance. The memo thanked the VP for his interest and thought for improvement.
They stated that it would be impractical to maintain a log,
taking more valuable time away from counseling.
The suggestion of group counseling was negated as too confusing with the role of a teacher, and not in line with their philosophy.
They suggested the need for more clerical help and additional staff to reduce the counselor-student ratio. Return Memo Problems Included Guidance Department Vice Principal Memo The guidance director has been a little sensitive
about the reorganization of the school and has
had a strained relationship with the AP. Their
interactions have not been productive. What is the shared vision and mission of the school? Discuss school climate
as related to guidance Student issues in common? Brainstorm problems that
detract from accomplishing
vision and mission. What is your biggest dream for the guidance program? ISLLC Standard 1: A school administrator
is an educational leader who promotes the success of all students by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the school community. The Administrator has knowledge
and understanding of :
effective communication,
effective consensus-building
and negotiaion skills. The administrator facilitates processes
and engages in activities
ensuring that:
the vision and mission
of the school are effectively
communicated to staff
existing resources are used
in support of the school vision
and goals. ISSLLC Standard 2 A school administrator is an educational
leader who promotes the success of all students by advocating, nurturing, and sustaining a school culture and instructional program conducive to student learning and staff professional growth. The administrator has
knowledge and understanding of
adult learning and professional
development models
school cultures. The administrator facilitates
processes and engages in
activities ensuring that
students and staff feel valued
and important
pupil personnel programs are
developed to meet the needs
of students and their families. We Love Our School THE MEETING
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