Tuesday, November 24, 2009
Principal Preparation
I have to admit that I was a little frustrated by the reading at first...because it was focused on K-12. Then, a light bulb went off in my head. I thought, "hey genius, this stuff applies to you TOO!". I thought the piece about principal preparation programs was especially valuable. We do have to make sure that we are well-rounded as professionals; otherwise, we will not be as effective and efficient as we could be.
Sunday, November 15, 2009
Diversity Paradigms - Chapter 19
1. Discrimination-and-Fairness Paradigm:
*Leaders usually focus on equal opportunity, fair treatment, recruitment, and compliance with federal equal Employment Opportunity requirements
*May offer mentoring and/or career-development programs for women & people of color
*Does tend to increase demographic diversity in an organization, and often succeeds in promoting fair treatment
*Insists that everyone is the same, with an emphasis on equal treatment - puts pressure on employees to make sure that important differences among them do not count
2. Access-and-Legitimacy Paradigm
*Predicated on the acceptance and celebration of differences
*Led to new professional and managerial opportunities for women and people of color
*Almost always operate in a business environment in which there is increased diversity among customers, clients, or the labor pool
*Tend to emphasize the role of cultural differences in a company without really analyzing those differences to see how they actually affect the work that is done
*Motivation for diversity usually emerges from very immediate and often crisis-oriented needs for access and legitimacy
*Objective is to place different people where their demographic characteristics match those of important constituents and markets
3. Learning-and-Effectiveness Paradigm (a.k.a. Emerging Paradigm)
*Incorporates aspects of the first two paradigms but goes beyond them by concretely connecting diversity to approaches to work
*Overarching theme of integration
*Promotes equal opportunity for all individuals
*Acknowledges cultural differences among people and recognizes the value in those differences
*Encourage people to make use of their background and cultural experiences, and let them influence/enhance their work
*Leaders usually focus on equal opportunity, fair treatment, recruitment, and compliance with federal equal Employment Opportunity requirements
*May offer mentoring and/or career-development programs for women & people of color
*Does tend to increase demographic diversity in an organization, and often succeeds in promoting fair treatment
*Insists that everyone is the same, with an emphasis on equal treatment - puts pressure on employees to make sure that important differences among them do not count
2. Access-and-Legitimacy Paradigm
*Predicated on the acceptance and celebration of differences
*Led to new professional and managerial opportunities for women and people of color
*Almost always operate in a business environment in which there is increased diversity among customers, clients, or the labor pool
*Tend to emphasize the role of cultural differences in a company without really analyzing those differences to see how they actually affect the work that is done
*Motivation for diversity usually emerges from very immediate and often crisis-oriented needs for access and legitimacy
*Objective is to place different people where their demographic characteristics match those of important constituents and markets
3. Learning-and-Effectiveness Paradigm (a.k.a. Emerging Paradigm)
*Incorporates aspects of the first two paradigms but goes beyond them by concretely connecting diversity to approaches to work
*Overarching theme of integration
*Promotes equal opportunity for all individuals
*Acknowledges cultural differences among people and recognizes the value in those differences
*Encourage people to make use of their background and cultural experiences, and let them influence/enhance their work
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