林書豪教我們的十件事

〔自由時報記者陳筱琳／綜合報導〕看著尼克台裔好手林書豪的成功故事，可以給我們什麼啟發呢？
財經網站Forbes.com一篇投稿告訴大家，林書豪在週一上班前教給我們的10件事：

校長的十堂課

取自[國家教育研究電子報38期]

這十堂課不管是對青少年或成年人都有一些啟示作用。一個人獲得重視或表現傲人成就，一定有其處事的態度或人生遵循的原則。目前本院正好辦理國中和國小校長的儲訓，其目的也在於培育一位優質專業的好校長，特別根據個人經驗和體驗，提出校長的十堂課：

績效管理

一、績效管理的意涵
　　「績效」是指對應職位的工作職責所達到的階段性結果及其過程中可評價的行為表現。
　　「績效管理」是指管理者與員工之間就目標與如何實現目標所形成共識的基礎，透過激勵和幫助員工取得優異績效從而實現組織目標的管理方法。

　　「績效管理」的目的在於藉由激發員工的工作熱情和提高員工的能力和素質，以達到改善公司績效的效果。

資料導向決策在K-12層級學校之應用

Data-driven decision making in K-12 schools

    "Information is the key to holding schools accountable for improved performance every year among every student group. Data is our best management tool. I often say that what gets measured, gets done. If we know the contours of the problem, and who is affected, we can put forward a solution. Teachers can adjust lesson plans. Administrators can evaluate curricula. Data can inform decision-making. Thanks to No Child Left Behind, we're no longer flying blind." - Margaret Spellings, U. S. Secretary of Education.
    The need for better decision making in our nation's schools has grown in tandem with the rise in standards-based reform and performance accountability systems. "After years of exhorting and cajoling schools to improve, policymakers have decided to get tough" (National Education Association, Teaching and Learning Team, July 2000). Under the requirements of the No Child Left Behind legislation, school districts are required to test students, collect performance data and use that data to identify strengths and weaknesses in their educational system. Schools that do not demonstrate adequate yearly progress (AYP) will be identified as needing improvement and subject to immediate interventions. Most often educators talk about the punitive uses of data to improve instruction. Since the passage of No Child Left Behind legislation, Washington state's educators have consistently heard that poor scores on state or national tests equal failure, and persistent failure equals intervention. Few educators or educational leaders seem to be able to articulate how they might use data in a more positive or effective way to improve teaching and learning. The use of data in education remains an elusive concept and skill, yet the path to using data in making decisions is not out of reach or difficult to implement.

目標管理之S.M.A.R.T原則

    目標管理是組織裡最常用也是最常見的管理方式之一，而「S.M.A.R.T」法則是關於目標設定時常用、簡單的原則之一，「S.M.A.R.T」是五個英文字的縮寫，代表設定目標的五個基本原則。

目標管理(Management by Objectives,MBO)

一、前言

    目標管理(Management by Objectives,MBO)─由Peter Drucker於1954年在「管理的實踐」一書中所提出，主張經由主管與當事人的討論，以溝通和連結的方式讓組織的目標由上而下與員工的工作目標相環扣，使組織上下努力的方向與組織目標一致。同時，員工會將注意力與資源投入在這些工作目標上，主管也會將焦點投入在確保員工達成目標的使命，由員工自我控制與自我管理，將時間集中在規劃、領導與解決問題等較具貢獻的地方，無需進行太多的例行性人員管理和監督。此理論完全基於以成果為績效導向、參與式管理和員工自我控制(Y理論)的管理哲學。