Question 1: Organizational behavior in schools is determined by the interaction of the five main elements of the school as an open social system.
a) Critically explain on the five main elements by describing how each element persuades one’s behavior in the school?
b) Describe in what ways it would be fatal to stop the bureaucratic system in our education system? How can it be amended so as to fit our latest educational requirements?
Question 2: It is often stated which creating and sustaining thoughtful enhancement is a high priority for school leaders; it is what Senge calls making a ‘Learning Organization’.
a) In what ways can a school leader suggest and implement a culture of enhancement in the school organization?
b) How can he/she counter resistance to change, especially from teaching staff and parents?
Question 3: The job for educational quality rests more specifically in the role of the rector.
a) Illustrate the factors which would make sure quality education in our schools and the contribution of the rector in the procedure.
b) How can the education administration and school management better implement the Performance Management System as a tool for accountability aims and professional progress?
Question 4: It would be much more obliging to focus on the leadership as a collaborative procedure of interaction than leaders as persons.
In the light of this statement, examine in what manners that our school rectors must emphasize on the relational side of the leadership.