Chapter 7 HUMAN RESOURCE MANAGEMENT AND SUPERVISION.

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<ul><li><p>Chapter 7</p><p>HUMAN RESOURCEMANAGEMENT ANDSUPERVISION</p></li><li><p>PERSONNEL POLICIESPOLICIES IN WRITINGCONTAINED IN HANDBOOK/MANUALSOUND AND UP-TO-DATECONSISTENT WITH PRINCIPLES OF MANAGEMENT THEORYDEVELOPED THROUGH CONSULTATIONREVIEWED/UPDATED REGULARLY (AT LEAST ANNUALLY)</p></li><li><p>PRINCIPLES OF SUPERVISIONCOOPERATION AND TRUST</p><p>INDIVIDUAL AS MEMBER OF AN ORGANIZATION</p><p>FINAL AUTHORITY</p><p>STAFF MORALE</p></li><li><p>FACTORS FOR MORALELEADERSHIPPHYSICAL AND SOCIAL ENVIRONMENTOPPORTUNITIES FOR ADVANCEMENTRECOGNITION OF SERVICEINDIVIDUAL DIFFERENCESDIFFERENTIATED STAFFING</p></li><li><p>PERSONNEL SELECTION AND DEVELOPMENTSELECT QUALIFIED PERSONNELPROVIDE ORIENTATIONMENTORPROVIDE PRE-SERVICE AND IN-SERVICE TRAININGPROVIDE OPPORTUNITIES FOR STAFF DEVELOPMENT</p></li><li><p>GUIDELINES FOR STAFF RECRUITMENT / SELECTION PREPARE JOB DESCRIPTIONCOMPLY WITH EQUAL OPPORTUNITY EMPLOYMENT ACT (1972)ANNOUNCE/ADVERTISE VACANCYREQUIRE JOB APPLICATIONS AND APPROPRIATE DOCUMENTATIONSTANDARDIZE INTERVIEW QUESTIONS</p></li><li><p>SUPERVISIONQUALITIES OF LEADERSHIPADAPTS LEADERSHIP TO SITUATION (HERSEY &amp; BLANCHARD, 1993)KNOWLEDGEABLE OF LITERATURE ON MANAGEMENT (CASE, 1984)UNDERSTANDS HUMAN MOTIVATIONSCOMMUNICATES WELLWILLING TO ACCEPT RESPONSIBILITY</p></li><li><p>GROUP DYNAMICSUNDERSTANDING THE NATURE &amp; ROLE OF GROUPS / GROUP INTERACTIONSGROUP EFFECTIVENESS (SHAW, 1971)GROUP PERFORMANCE INCREASES MOTIVATION OVER INDIVIDUAL PERFORMANCEBETTER SOLUTIONS THAN INDIVIDUALLYLEARN FASTER THAN INDIVIDUALLYMORE NEW &amp; DIFFERENT IDEAS COME FROM GROUPS THAN INDIVIDUALLY</p></li><li><p> WORKING RELATIONSHIPSSUPERVISORS SHOULD:UNDERSTAND HUMAN NATUREUNDERSTAND THEIR OWN BEHAVIOREXERCISE AUTHORITY WISELYCOMMUNICATE EFFECTIVELYPROVIDE LEADERSHIPPROVIDE CLEAR-CUT PROCEDURESPLAN MEANINGFUL MEETINGSSHOW NO FAVORITISM</p></li><li><p> WORKING RELATIONSHIPSSTAFF MEMBERS SHOULD:TAKE AN INTEREST IN SUPERVISIONPERFORM INDIVIDUAL DUTIES AND RESPONSIBILITIES EFFICIENTLYPROMPTLY COMPLETE ASSIGNMENTSDEMONSTRATE LOYALTYOBSERVE PROPER PROTOCOLBE PROFESSIONAL</p></li><li><p>EVALUATION OF PERSONNELEVALUATION SHOULD:</p><p>INCLUDE STAFF MEMBERSCENTER ON PERFORMANCEHELP STAFF MEMBERS IMPROVEFOCUS ON THE FUTUREBE WELL ORGANIZED</p></li><li><p>METHODS OF EVALUATIONOBSERVATIONS OF TEACHER/COACHMONITOR STUDENT PROGRESS RATINGS AND CHECKLISTSACCOUNTABILITYSTUDENT EVALUATIONSSELF-EVALUATIONINDEPENDENT EVALUATORS</p></li><li><p>EVALUATING PROSPECTIVE TEACHER AND COACH COMPREHENSIVE TESTING OF GENERAL AND SPECIFIC MASTERY</p><p>PERFORMANCE TESTING BASED ON TEACHING TASK ANALYSIS</p><p>PERFORMANCE ON TEACHING OR COACHING INTERNSHIP/PRACTICUM</p></li><li><p>SPECIAL PERSONNEL PROBLEMSTEACHER BURNOUTSTRESS MANAGEMENTEXCLUSIVE REPRESENTATION/UNIONSAFFIRMATIVE ACTIONUSE OF NONCERTIFIED PERSONNELGRIEVANCE AND DUE PROCESS</p></li></ul>

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