Building a High-Impact Board-Superintendent Partnership will consist of 11 brief chapters, each covering a critical question that practitioners need to answer in building the board-superintendent partnership
Building a High-Impact Board-Superintendent Partnership will consist of 11 brief chapters, each covering a critical question that practitioners need to answer in building the board-superintendent partnershipHinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Doug Eadie, President & CEO of Doug Eadie & Company, has over the past 30 years helped over 500 public and nonprofit organizations, including many school boards and superintendents, to build their boards' capacity do high-impact governing work and to develop rock-solid board-superintendent working relationships. Doug is the author of 21 books in addition to Building a High-Impact Board-Superintendent Partnership, including Governing at the Top and Five Habits of High-Impact School Boards, and of over 100 articles on board and chief executive leadership and board-chief executive relations. He administers and writes for a popular blog for public school leaders, www.boardsavvysuperintendent.com. Before founding Doug Eadie & Company, Doug served in a number of senior executive positions in the nonprofit sector and as a Peace Corps teacher in Addis Ababa, Ethiopia for three years. A Phi Beta Kappa graduate of the University of Illinois at Champaign-Urbana, Doug was awarded the master of science in management degree by the Weatherhead School of Case Western Reserve University.
Inhaltsangabe
Foreword 1: What's the State of the K-12 Governing Art? 2: What Exactly Do We Do When We Govern? 3: What Can Stand in the Way of High-Impact Governing? 4: What is the Superintendent's Role in Governing? 5: How Can We Build a Solid Board-Superintendent Partnership? 6: What Does the Superintendent Do as Chief Board Developer? 7: How Can We Strengthen Our Board's Self-Management Capacity? 8: How Can We Make Use of Board Standing Committees As Powerful Governing Engines? 9: How Can We Turn Board Members Into Satisfied Owners of Their Planning Work? 10: How Can We Turn Board Members Into Satisfied Owners of Their External/Stakeholder Relations Work? 11: How Can We Engage Senior Administrators in the Governing Process? Acknowledgments About the Author
Foreword 1: What's the State of the K-12 Governing Art? 2: What Exactly Do We Do When We Govern? 3: What Can Stand in the Way of High-Impact Governing? 4: What is the Superintendent's Role in Governing? 5: How Can We Build a Solid Board-Superintendent Partnership? 6: What Does the Superintendent Do as Chief Board Developer? 7: How Can We Strengthen Our Board's Self-Management Capacity? 8: How Can We Make Use of Board Standing Committees As Powerful Governing Engines? 9: How Can We Turn Board Members Into Satisfied Owners of Their Planning Work? 10: How Can We Turn Board Members Into Satisfied Owners of Their External/Stakeholder Relations Work? 11: How Can We Engage Senior Administrators in the Governing Process? Acknowledgments About the Author
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