Leading School Change: Maximizing Resources for School Improvement

by Daniel R. Tomal, Craig A. Schilling, Margaret Trybus

Overview

This CHOICE award winning author has teamed up with two national school change experts to write a comprehensive book on school change management. Everything you need to know on initiating and managing school change are covered: planning change, conditions for successful change, models for improvement, tools and strategies, understanding and using research data, implementing school initiatives, managing resources, getting student results and more.

A comprehensive book covering all aspects of school district change management, evaluation, and improvement. Each chapter objectives are aligned with the new ELCC and ISLCC standards for university accreditation.Many federal and various state data sources are included.Provides a bend of theory and practical perspectives on how to implement and execute school change.Each chapter contains a comprehensive case study and exercises for practical application.Several supplemental resources are included in the appendices.

Product Details

ISBN-13:	9781475803310
Publisher:	Bloomsbury Publishing
Publication date:	07/01/2013
Series:	The Concordia University Leadership Series
Sold by:	Barnes & Noble
Format:	eBook
Pages:	218
File size:	5 MB

About the Author

Daniel R. Tomal, PhD, is professor at Concordia University Chicago teaching educational leadership. He is a consultant and an author of twelve books such as Action Research for Educators, Challenging Students to Learn, and Resource Management for School Administrators and Managing Human Resources and Collective Bargaining (with Craig Schillling) by Rowman&Littlefield Education and has made guest appearance on many national radio and television shows.

Craig A. Schilling, EdD, is associate professor at Concordia University Chicago teaching education finance, law, human resources and school business management. He is author of Resource Management for School Administrators and Managing Human Resources and Collective Bargaining (with Dan Tomal) by Rowman&Littlefield Education He has served on a number of state and national associations and spoken at state, national and international conferences.

Margaret Trybus, EdD, is the associate dean of the College of Graduate and Innovative Programs, and Professor of educational leadership at Concordia University Chicago. She is the president of Illinois Association of Supervision and Curriculum Development and presents at national and international conferences on topics related to school improvement, leadership, and change. As a research practitioner, she has been a consultant to state departments of education and local districts facing change.
Daniel R. Tomal, Ph.D.is a Distinguished Professor of Leadership at Concordia University Chicago teaching research and leadership. He has authored over twenty five books, two hundred studies and articles. He is a former vice president, teacher, and consultant.

Table of Contents

Contents

Foreword
Preface
Acknowledgments
Chapter 1. The Nature of Change ObjectivesThe meaning and need for changeChange drivers: federal, state, and school levelsCompliance versus commitment to changeSummaryCase studyExercises and discussion questionsReferencesChapter 2.The School Leader as Change AgentObjectivesSchool leadership in the change processChange leadership developmentRoles and leadership modelsBuilding the change teamSummaryCase studyExercises and discussion questionsReferences
Chapter 3. Change Management Tools and Interventions
ObjectivesSchool-wide change models Conducting interviewsConducting surveysGroup and process interventions SummaryCase studyExercises and discussion questionsReferences
Chapter 4. Analyzing and Using Data for School Change
Objectives Understanding sources of data and research information Analyzing research data for threats to validity Understanding and analyzing statistical data Interpreting national, state, and local school performance data Summary Case study Exercises and discussion questionsReferences
Chapter 5.Implementing Change: Resource Management ObjectivesThe school change resource implementation modelManaging school resources—a national challenge The relationship between resources and achievement Utilizing resources to promote change Evaluating the use of resources Summary Case study Exercises and discussion questions ReferencesChapter 6. Financial and Resource Management
ObjectivesCommonalities for changeExecuting school district changeExecuting school changeExecuting departmental/grade Level change Summary Case study Exercises and discussion questions References
Epilogue
Appendixes
Index

Editorial Reviews

The authors have superbly addressed the nature of change....I highly recommend this book as a common sense approach.” —Beverly Helms, International President, 2012-2014, The Delta Kappa Gamma Society International, Austin, TX

“The authors compel us to examine the relationships among change initiatives, resource allocation and student achievement… A great read for school leaders everywhere!” —Julie Davis, executive director, Ohio Association of Elementary School Administrators

“Their approach to understanding the process of change is dynamic and depends on building trust with all involved is right on target.” —Fenwick W. English, Teachers College, Ball State University

“This book should serve as a preamble for all school leaders and instructors of school leaders dealing with the challenges of change today.” —Colin Cameron, director of programs, Confederation of Oregon School Administrators

From the Publisher

The authors have superbly addressed the nature of change....I highly recommend this book as a common sense approach.

Beverly Helms

This book should serve as a preamble for all school leaders and instructors of school leaders dealing with the challenges of change today.

Colin Cameron

The authors compel us to examine the relationships among change initiatives, resource allocation and student achievement…A great read for school leaders everywhere!

Julie Davis

Their approach to understanding the process of change is dynamic and depends on building trust with all involved is right on target.

Fenwick W. English