Integrative bargaining The Scenario The Woodson Foundation, a large nonprofit social service agency, is teaming up with the public school system in Washington, D.
The Woodson Foundation, a large nonprofit social service agency, is teaming up with the public school system in Washington, D. The schools have problems with truancy, low student performance, and crime. New staff quickly burn out as their initial enthusiasm for helping students is blunted by the harsh realities they encounter in the classroom.
Ideally, the system will be financially self- sufficient, which is important because less money is available for schools than in the past. After several months of negotiation, the leaders of the Woodson Foundation and the school system have agreed that the best course is to develop a new agency that will draw on resources from both organizations.
The Woodson foundation will provide logistical support and program development and measurement staff; the school system will provide classrooms and teaching staff. The first stage in bringing this new plan to fruition is the formation of an executive development team.
This team will span multiple functional areas and establish the operating plan for improving school performance.
Its cross-organizational nature means representatives from both the Woodson Foundation and the school district must participate. Conflict and Agreement in the Development Team While it would be perfect if all the groups could work together easily to improve student outcomes, there is little doubt some substantive conflicts will arise.
Each group has its own interests, and in some cases these are directly opposed to one another. School district representatives want to ensure the new jobs will be unionized and will operate in a way consistent with current school board policies.
The complexity of the school system has led to the development of a highly complex bureaucratic structure over time, and administrators want to make sure their policies and procedures will still hold for teachers in these programs even outside the regular school day.
They also worry that jobs going into the new system will take funding from other school district jobs. Woodson emphasized efficiency and experimentation in everything he did. Their focus on using hard data to measure performance for all their initiatives is not consistent with the school district culture.
The organization believes that when communities are able to drive their own educational methods, students and parents are better able to achieve success together. The organization is strongly committed to celebrating diversity along racial, gender, ethnic, and disability status categories.
Its members are most interested in the process by which changes are made, ensuring everyone has the ability to weigh in.
Most of the students served by the Washington, D. The NCPIE makeup generally matches the demographic diversity of the areas served by the public schools.
The Woodson foundation, based in northern Virginia, is predominantly staffed by Caucasian professionals. There is some concern with the idea that a new group that does not understand the demographic concerns of the community will be so involved in a major change in educational administration.
The leadership of the new program will have to be able to present an effective message for generating enthusiasm for the program across diverse stakeholder groups.
All are interested in meeting the needs of students. All would like to increase student learning. The school system does benefit from anything that increases student test scores. Candidates for the The development team will consist of three individuals— HR representatives from the Woodson Foundation, the schools, and the NCPIE—who have prepared the following list of potential candidates for consideration.
Victoria Adams is the superintendent of schools for Washington, D. She spearheaded the initial communication with the Woodson Foundation and has been building support among teachers and principals. She thinks the schools and the foundation need to have larger roles than the parents and communities.
He also thinks the schools should have the most power. The parents, at least, have more of a stake in this. And how did they get this way? From too little outside involvement.CASE 3 Building a Coalition. The Woodson Foundation, a large nonprofit social service agency, is teaming up with the public school system in Washington, D.C., to improve student outcomes.
There’s ample room for improvement. Write my Class essay delivers high quality work and I am happy to be a repeat customer. Will definitely come. We see that diversity is a very important part in forming the coalition, as the student population is a mix of African American, Caucasians and Hispanics.
While the NCPIE is representative of students in Washington, D.C., the Woodson Foundation is located in Virginia and is composed of mainly Caucasian professionals. The Woodson Foundation, a large nonprofit social service agency, is teaming up with the public school system in Washington, D.C., to improve student skybox2008.com’s ample room for.
The Woodson Group who has currently teamed up with a public school system in Washington D.C. and The National Coalition for Parental Involvement in Education (NCPIE) as presented in the case study, are currently in the second stage of the group development process, known as the storming stage.
Case Study for Building a Coalition for Woodson Foundation Essay Case Study for Building a Coalition for Woodson Foundation. The Woodson Foundation, a large nonprofit social service agency is teaming up with the public school system in Washington D.C.
to improve student outcomes. Essay about Week 3 Case Study 2 Submission Week 3 Case Study 2 Submission Asa J Opie Sec Professor Nerove Strayer Week 3 Case Study 2 Submission A critical infrastructure is defined as any facility, system, or function which provides the foundation for national security, governance, economic vitality, reputation, and way of life.