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Essay 3 (Please help me to revise it, many thanks!!!!)
The TAS hires around 500 staff in total in different departments; therefore, they need managers and middle-managers to assist the top leader. The transformational leadership operates efficiently in the collegial model, due to the leader and managers’ levels have common beliefs and targets. However, it may overlook the different sub-groups developing various sub-cultures in this large organisation. When the leader addresses the beliefs and values of the OC, however, staff may have different perspectives and goals towards the TAS. The managers and middle-managers have opportunities to communicate with the leader, but other employees cannot express their concepts to the top directly. Furthermore, this approach also takes a long time to decision-making in different groups. The OC potential changes from top leader to basic staff. Therefore, the TAS should follow culture model which puts the beliefs and ideology in the central of the organisation, not only emphasising on managers’ levels. Bush argues that everyone has personal ideology and belief which impacts their behaviour and other people’s behaviour indirectly. These ideology and values should be shared by communications within the organisation. Therefore, culture model may cultivate the OC and increase the interpersonal relationships.
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Essay 2 (Please help me to revise it, many thanks!!!! )
One of the organisational culture in the school is that educators need to demonstrate professional subject and curriculum knowledge . If teachers reach the targets, education quality to students will be improved in organisation. The leader develops the culture of professional teachers in every ‘all member meeting’. Therefore, managers implement ‘performance and appraisal’ to middle-managers and then the latter have the power to evaluate their groups. Brown states that performance and appraisal is a formal and structural system for evaluating the job performance of staff. However, middle-managers have different standards, such as subjective judgement, for performance and appraisal of employees. Middlewood also argues that various elements influence performance and appraisal. For instance, evaluators have different standards for efficient teaching methods, therefore, the appraising and performance should be flexible. As a result, employees develop a sub-culture to pass the performance and appraisal. The sub-culture is that understanding the evaluating indexes of their own middle-managers instead of providing high education quality for pupils.
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Essay 1
Schein identifies that the functions of leaders focus on the power and reward, such as allocation of resources and consequently they have ability to influence managers.
From the management point of views, educational management regards research and implementation of managing educational institutions. Management is an effective process to allocate organisational resources efficiently for reaching organisational targets. Cuban indicates the specific interpretation: ‘managing is maintaining efficiently and effectively current organisational arrangements. While managing well often exhibits leadership skills, the overall functions are toward maintenance rather than change’.
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