Critical analysis of the article on the importance of the correlation of directors and teachers
The study studied is based on studies and research carried out in secondary schools. How the traditional roles of educators and school directors have changed. Explore the relationship between the perception of the teachers and the leadership of the directors in the shared decision making. It presents different alternatives and strategies to make team decisions and how the leader’s attitude influences the behavior of its employees. The main theme is based on how the teacher and the school director assume shared roles in decision making. In addition, how the educational system based on teamwork and collaborative can be restructured.
The authors’ argument establishes that school directors must develop an effective relationship with teachers to promote educational cultures for shared decision -making. The article wants to show us that all members of the school community must carry out collaborative work in students’ education. Likewise, there must be a correlation between teachers’ impressions and the behavior of school directors. The point of view that prevails in the article is to communicate effective leadership strategies so that school directors can make shared decision -making and provide you with the necessary tools to create a school culture based on teamwork and common decisions.
Improving the education system is one of the concerns within organizations. Fullan y Millas (1992) affirmed that modern societies face great problems and a restructuring of the educational system is hope for their solution. (p.752). Reformers have requested changes in institutions, in adult roles and in the processes used to educate students. Other reformers suggested a complete transformation into the education system (Chubb, 1998; Conley, 1991; Murphy, 1991; Saraason, 1990; Schlecht and Sizer, 1984). Block (1993) said that to achieve cultural change, organizations must lead to democratic participatory structures. Employee participation provides motivation, commitment and collaboration among all members of the organization. Patchen (1970) reported that the increase in participation in decision -making in the organization was the result of achievements and work satisfaction. Kouzes and Posner (1995) In their investigations they identified that human relations is the environment that the leader has to obtain success in organizations. Therefore, block (1993) supports democratic structures to increase commitment and shared leadership. Studies have shown that the success of schools consists in having school directors with goals, committed and with self-confidence. Smylie (1992) conducted a study by the teachers of the West-Medium and revealed that the relationship between the director and the teacher is an important factor for the success of the participation of the educators in decision making. Shared decision making encourage equipment creation and facilitate collaborative work. School directors who make shared decisions create a collaborative environment, motivate the teacher and experience innovation (Flinspach & Ryan, 1994).
The evidence presented in this article is reliable because it establishes studies and investigations with real samples where they conclude that the relationship between the school director and the teacher is extremely important to promote commitment and collaborative participation within the organization. In addition, the article shows qualitative and quantitative investigations offering viable results. It can be concluded that traditional roles have changed within the educational system, for this reason, school directors are needed to evolve with their organizations. School directors with educational leadership capable of restructuring the system and having a shared vision among all members of the organization. Murphy (1994) pointed out that the school director can delegate responsibilities by creating a collaborative environment based on shared vision.
I agree with the approaches presented in said article. School directors must be in charge of developing an effective correlation to promote shared decision making and meet the needs of students. According to Kouzes and Posner (1995) effective leadership techniques offer high performance organizations. Other studies of decision -making and restructuring identified the school director as responsible for making all educational processes work within the organization. In Kowalski (1994) a survey of Maryland and Minnesota directors was conducted and he reported that 80 percent considered that schools improved due to teachers’ commitment and collaborative work in decision making. Therefore, it is important that the school director fosters an effective correlation between the members of the Organization to make all decisions together, cover the need and make the necessary improvements to the education system. The findings found in this article have positive implications in education. An organization where shared decisions are made is an organization that works for the benefit of students and their needs. It shows us how the shared role between the teacher and the director is important to make shared decisions. In addition, it shows how the director must motivate and encourage his teachers to carry out collaborative work with commitment and responsibility. Blas (1987) indicates the importance of relationships between directors and teachers because this correlation feeds the development of relationships of trust, respect and participation.
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