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The new generation of leadership: De...

Thomas, Noreen Mae.

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The new generation of leadership: Developing leadership effectiveness through performance management.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The new generation of leadership: Developing leadership effectiveness through performance management./
作者:	Thomas, Noreen Mae.
面頁冊數:	285 p.
附註:	Source: Dissertation Abstracts International, Volume: 59-09, Section: A, page: 3313.
Contained By:	Dissertation Abstracts International59-09A.
標題:	Education, Administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9905852
ISBN:	0599034696

The new generation of leadership: Developing leadership effectiveness through performance management.
Thomas, Noreen Mae.

The new generation of leadership: Developing leadership effectiveness through performance management. - 285 p.

Source: Dissertation Abstracts International, Volume: 59-09, Section: A, page: 3313.

Thesis (Ed.D.)--The University of Texas at Austin, 1998.

Higher education has entered a new era that requires better planning, strategic thinking, and more directed change. Colleges face serious challenges as they cope with decreasing resources, intensifying demands for accountability, and a world that requires increasing job skills from its graduates. More will be expected of educational leaders, and their performance will be evaluated by new and different standards. As a result, organizational commitment to personnel assessment and development may become the single most important strategy in improving the effectiveness of higher education.

ISBN: 0599034696Subjects--Topical Terms:

626645
Education, Administration.

The new generation of leadership: Developing leadership effectiveness through performance management.
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245 1 4 $a The new generation of leadership: Developing leadership effectiveness through performance management.
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500 $a Source: Dissertation Abstracts International, Volume: 59-09, Section: A, page: 3313.
500 $a Supervisor: John E. Roueche.
502 $a Thesis (Ed.D.)--The University of Texas at Austin, 1998.
520 $a Higher education has entered a new era that requires better planning, strategic thinking, and more directed change. Colleges face serious challenges as they cope with decreasing resources, intensifying demands for accountability, and a world that requires increasing job skills from its graduates. More will be expected of educational leaders, and their performance will be evaluated by new and different standards. As a result, organizational commitment to personnel assessment and development may become the single most important strategy in improving the effectiveness of higher education.
520 $a Personnel evaluations are often thought of as a chore in many organizations--an optional exercise with little meaning. Yet if strategically used, performance management systems can replace outdated evaluation systems, thus impacting organizational culture and institutional effectiveness. Emphasis can shift from the completion of an evaluation form to a continuous process of communication, goal orientation, and achievement.
520 $a Based upon the findings of this study, several themes regarding the use of performance management systems in community colleges emerged. They include: leadership within the organization is essential for achieving organizational effectiveness; the culture of an organization must support organizational and individual effectiveness; alignment of individual performance and organizational goals can produce successful outcomes; and accountability implies responsibility and continuous assessment.
520 $a The implementation of a performance management system, which embraces many of these themes, can be the source of significant organizational re-direction. Its potential impact on a community college's performance is substantial while making significant contributions to the achievement of the organizational mission. Therefore, the ultimate goal of creating an effective community college can be achieved by making performance management a way of organizational life. By doing so, both individual and institutional effectiveness flourish.
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