Standards for Administrators according to The International Society for Technology in Education (2009).
Standard 1. Visionary leadership: Educational Administrators inspire and lead development and implementation of a shared vision for comprehensive integration of technology to promote excellence and support transformation throughout the organization.
Technology integration is a vision shared by all administrative staff. Provides the school with the last technology equipments and software is an administration priority. They did a great effort to implement the I-Pads program in middle school and the expansion of the Internet capacity. The principal is proud of the technological level achieved by the school in the last years. In fact, actually
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This intention is demonstrated in the lot of resources designated every year for technology development. Examples of the digital-age learning culture present in the school are the updated computers for students and teachers in every classroom, the two computer labs inside the media center, the one to one I Pads program in middle school, and the great network infrastructure installed. In the other side, most of the instructional and administrative tasks are coordinated from a variety of computer-based software and applications.
Standard 3. Excellence in professional practice: Educational Administrators promote an environment of professional learning and innovation that empowers educators to enhance student learning through the infusion of contemporary technologies and digital resources.
As well as guarantee the necessary technology resources, the continuing education and professional development are administration priorities. Teachers are continuously encouraged to participate in different professional development courses and events in order to ensure their growth in technology fluency and integration. Resources, access, and time are allocated every year with the purpose of facilitate the development and actualization of faculty and staff’s technological skills. Teachers are stimulated to research and evaluate new technology applications and tools which can
Other aspects of this standard such as: “effective instruction, student performance, implement the district 's adopted curricula and state 's adopted academic standards in a manner that is rigorous and culturally relevant to the students and school, and ensure the appropriate use of high quality formative and interim assessments aligned with the adopted standards and curricula” (“The Florida Principal,” n.d.) will have me deviate throughout the model depending on the student that I am dealing with. My experience using the Situational Leadership model is that it is not a rigid model. I have always started in the first stage, directing, regardless of what situation I have been in. However, my students’
The first step to problem solving is framing the problem. How did Principal Goings frame the problem involving Mr. Watson? According to ISLLC standard three, “A school administrator is an educational leader who promotes the success of all students by ensuring management of the organization, operations, and resources for a safe, efficient, and effective learning environment.” This including the focus on human resource management, development and operational procedures and structure within the school.
Draft revisions to the 2008 standards were completed by the ISLLC Standards Committee in 2014. The updated version, referred to as the Professional Standards for Educational Leaders (PSEL), reflects years of research, as well as, best practices and knowledge from experienced school leaders and district-level practitioners. The new standards challenge ‘business as usual’ as it reshapes school policy, leadership programs, and evaluations. More precisely, the standards place a higher level of expectation on schools to respond to, and plan for, diverse learners with various cultural influences. The leader must establish a community of care wherein each student is valued, respected, and emotionally protected.
As I walked into the school, I immediately noticed how old the building was. You can tell sections of the building had been there for decades as doors, lighting and rooms resembled a style more fit for the 1980’s than the 2010’s. However, additions to the building have been added to accommodate size concerns, with those sections having newer structures and being better lit. However, I did notice, at least in my classroom, students had laptops to use, though the laptops were school property.
The other element of the course standard is Developing Shared Vision. This element emphasizes leaders’ engagement and collaborative process to develop a vision of teaching, and learning that is shared and supported by all stakeholders (CPSELs, 2016). The article Requiring Collaboration or Distributing Leadership? underlines that “when teachers and principals share leadership in school, both the adults and students win” (Kennedy, Deuel, Nelson & Slavit, 2011). From this article I learned the importance of seeking, recognizing and using teachers’ expertise through differentiated top-down and the lateral decision-making process, as well as culture building through dialogue and collaborative inquiry (Kennedy, Deuel, Nelson & Slavit, 2011, p.21).
In this school, technology is a major focus for administration, faculty, and students and is visible in all classes. Blidy stated, “School support can significantly affect an art teacher’s use of technology.” He was motivated to explore technological avenues available to him with the support of his school superintendent, other staff, and his students. He discovered an aptitude for technology integration for himself and teaches other educators ways that they can include technology into their curricula, as well as acts as the webmaster for the school website. Art teachers are ideal for leadership roles in school technology because they can instill the importance of aesthetic quality when sharing with other teachers the benefits of technology integration (2011, p.
Furthermore, by utilising digital technologies in every lesson, centres remain up to date with the ever changing PCET sector. However, the digital capabilities of teachers will impact the ability to deliver effective technology enhanced learning. Since all PCET environments must commit to developing a digitally skilled workforce and learning environment, funding must be made available to fund staff development, resources and training in learning technologies (Davies, Mullan and Feldman, 2017).
• set policies and targets for achieving those aims and objectives • monitor and evaluate the progress the school is making towards achieving its aims and objectives • Support the Head teacher Senior management team The Senior Management Team (SMT) is made up of the Head teacher,
Standard 1: Vision for Learning An educational leader believes in and communicates a vision of learning for both students and teachers. They hold students and teachers to high expectations for learning. An educational leader uses research and/or best practices to improve education by making data driven decisions to set goals and implement instructional programs aligned with the district’s vision and goals. Standard 2: School Culture
Dian Schaffhauser in an article entitled Worldwide Study: Students 'Who Use Computers Frequently in School Do Worse in Learning' argues that the kind of pedagogies required to integrate 21-st teaching practices into the 20-th century pedagogies has not been utilised fully. The effective use of technology will largely depend on the teaching practices used by instructors. To ensure effective teaching and learning teachers must be at the forefront of implementing teaching pedagogies that meet student needs and curriculum objectives. According to Zeina Charlich, instructors need to give an educating and learning society that furnishes understudies with basic 21st-century ranges of abilities that incorporate inventiveness, correspondence, joint
The use of technology is an essential part of Ms. Fortich classroom and her lesson plan. As the year goes by, technology is advancing and kids are becoming more aware of how to use it. Every week Ms. Fortich teaches her students a new letter and the sound of the letter. She uses the internet to
However, this integration requires a catalyst for progress; teachers are the bridge between technology and curriculum and the most successful teachers in the 21st century will be those who understand technology and mold their curriculum around it,
Incorporating Technology into Higher-Learning: A Professional Development Module for Higher- Education Faculty Tyanna Burton Northern Arizona University Abstract This paper is an examination of the need for professional development, what makes professional development effective, and incorporating different techniques of professional development learning.
As technology continues to advance its presence greater in our daily lives, the questions of when and where do we prepare for these changes arise. Schools do not get a guarantee to incorporate technology into the classroom, which may result in a gap of the knowledge, usage, and the benefits for the students. The teachers attitude and philosophies on technology can influence the amount of classroom use it has and how the students view technology also. Technology can be of great benefit to both the teachers and students if the teacher has a positive outlook and competent knowledge regarding technology. With the data provided along with the ethnological research which covers the philosophy of the teacher and how that can determine outcomes inside the classroom, my vision of my future classroom will be followed.
The number of answers is not mutually exclusive with the number of the respondents because the questions were answered according to the teachers’ willingness and some teachers wrote more than one limitation. The answers were listed upon the frequency distribution of the answers. From Table 5, the result reveals that insufficiency of tools or equipment is the main concern among the teachers (35.7%), followed by poor quality of network (26.2%). The lack of skills (19.1%) and the lack of knowledge (9.5%) are also mentioned as the obstacles in using online tools in the teachers’ professional development. The teachers’ readiness without specific reasons toward their own skill or knowledge of using those tools is also claimed (7.1%) and no control for the mischief of using the technology (2.4%) are also the limitations in using online professional development that the teachers are