Nicky Luckett

Edu 613
October 4, 2014
Five Major Learning Points
In the book Reframing Organizations written by Lee G. Bolman and Terrance E. Deal,
the authors discuss two frames around how organizations work and how to make them better,
structural and human resource. In the Structural Frame, the focal point is how organized and
structured groups along with teams of people produce results. In the Human Resource frame, the
focal point is how organizations can satisfy human needs while improving human resource
management. This frame also focuses on how to build positive interpersonal skills coupled with
group dynamics. The authors do a great job of using various examples from politics to
corporations, how to become a better overall leader. It is particularly interesting to me how the
readings about leadership within companies have not mentions a classroom, students, teachers,
principal or a school. But there are many parallels to draw to the world of education. I really
enjoyed how the research conducted by Bolman and Deal results are from companies that I
frequently use like Apple, Google and Southwest Airlines.
Three major learnings I took away from the Bolman and Deal text are:
1. The human resources frame highlights the relationship between people and organizations
(Bolman & Deal, 2013, p. 135). In order for this frame to work successfully, there must be a
healthy and thriving relationship where both employee and employer have certain needs met. It
seems as though no matter where one choses to work, their education level or expertise,
identifying needs, and meeting those needs are important to being successful. Abraham Maslow
(1954) started with the notion that people are motivated by a variety of wants, although some
more fundamental than others.

2. Hiring the right people. Strong companies know the kinds of people they want and hire those
who fit the mold (page 141). For example, Southwest Airlines became the most successful
carriers in the airline industry by hiring people with positive attitudes and well-honed
interpersonal skills, including a sense of humor (Bolman & Deal, 2013, p. 141). This
immediately brought three things to mind for me. The first is how I have such a positive
experience every time I fly Southwest Airlines. Not only do my bags fly free, but the flight
attendants take great care of the passengers and they are hilarious! Second, this reminded me of
getting the right people on the bus as Jim Collins states in his book entitled, Good to Great. And
lastly, when I think in terms of education, there is no way a teacher who is not passionate about
teaching and the overall success of students should be in a classroom. It is extremely important
to hire the right people for the right job.
3. Groups and teams in organizations. Managers face challenges that are even more difficult
because they spend much of their time in groups. Groups can be wonderful or terrible,
conformist or creative, productive or stagnant. Whether paradise or inferno, groups are
indispensable in the workplace (Bolman & Deal, p. 174). Working within groups it would seem
as though more tasks would get accomplished. People in groups have varied levels of education,
experience, commination styles, biases, opinions and many other factors. It has been my
experience that although group dynamics can contain different elements, much more can be
accomplished if each individual focuses on what they can and are willing to contribute along
with being open to the contribution of others. The goals of the group are not accomplished or
could go bad when individuals look to fulfill their own desires. Clear and concise goals and
objectives should be established when working within a group. In addition to goals and
objectives, a mission and value statement would also thrust the group forward in its work. These

components can and will assist in guiding the group to stay focused on what needs to be
accomplished and all members will have a better understanding of the contribution they bring.
Two major learnings I took away from the School Leadership that works: From Research
to Results text written by Robert J. Marzano, Timothy Waters and Brian A. McNulty are two of
the 21 responsibilities of a school leader.
4. Affirmation is the extent to which the leader recognizes and celebrates school
accomplishments and acknowledge failures (Marzano, Waters & McNulty, 2005, p. 41). When I
was a classroom teacher, I received more affirmations from families I served than from my
school administrators. My students test scores also spoke to the good work not only I was doing,
but the hard work of the students. As soon as something was wrong or didnt go as planned, I
was told about that right away. It is in making mistakes that learning takes place, but it is equally
important to be praised for doing great work. I believe it helps keep teachers motivated to
perform well.
5. Communication refers to the extent to which the school leader establishes strong lines of
communication with and between teachers and students (Marzano, Waters & McNulty, 2005, p.
46). Communication is one of the most important elements within any type of relationship.
Whether it be teacher to student, teacher to parent, parent to child or amongst co-workers, clear
lines of communication are vital to a working relationship. I communicated with parents and
families on a daily bases as a classroom teacher and as a precollege coordinator/director. With
newsletters, email, text messages, social media, phone calls and good old fashion parent teacher
conferences. With each line of communication, I was able to discuss the childs progress along
with school updates. It was during those times we could also discuss and comments, questions
and concerns both parties may needed addressed. Currently as the Director of Cultural Diversity

in the Office of Student Affairs at Carroll University, we have weekly and bi-weekly meetings to
inform each director and department of the happenings in each others area and across campus. I
especially appreciate that my supervisor who is the Vice President of Student Affairs, values my
opinion and seeks to listen first instead of being heard. She is very supportive and considers each
directors expertise before making a major decision.
This months reading did not raise any specific questions for me. The Bolman and Deal
text really made me take a deeper look into meeting the needs of the people that I work with and
the students that I serve. Yes, there are goals and objectives that I need to meet. There are
deadlines and projects to be completed. There is data to be collected. But the most important
thing I learned was it is important to have the right people getting a job done. In addition to
getting a job done, people need to be effective and efficient at what they are doing. Employers
should show their employees that they are valued and give them incentives as motivators to be
even better. Investing in people brings quality to production and assurance to the hearts and
minds of the employee.
In the Marzano, Waters and McNulty text, the 21 Responsibilities of the School Leader
was of particular interest to me because as a leader I need to display responsibilities that show
the people I work with that I am not only capable of being a leader, but I care about the
development of them as a leaders as well. For example, if I were a principal or a director of
instruction at a school I would need to know the skills and abilities of my staff. I also need to
understand that they will have opportunities for growth. Both are important because in order to
make sure the school is successful knowing what the staff bring to assist in that is key.

Bolman, L., & Deal, T. (2013). Reframing organizations: Artistry, choice, and leadership.
San Francisco: Jossey-Bass.
Marzano, R., & Waters, T. (2005). School leadership that works from research to results.
Alexandria, Va.: Association for Supervision and Curriculum Development.