E Maturity The Leadership Challenge Punam Khosla And Ian Pritchard

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Information about E Maturity The Leadership Challenge Punam Khosla And Ian Pritchard

Published on March 24, 2009

Author: becta_feandskills

Source: slideshare.net

Presented by: Punam Khosla: Programme Director Leadership & elearning Ian Pritchard: Strategic Associate LSIS eMaturity The Leadership Challenge

What we will cover What are e-mature organisations? What is the current situation? What are the challenges? What can we do?

What are e-mature organisations?

What is the current situation?

What are the challenges?

What can we do?

What does an e-mature provider look like? e-Mature providers are characterised by: Technology for learning strategy is led by a member of the senior leadership team, with the full support of the Principal Strategy is founded in business and quality improvement Innovation supported and encouraged Change accepted by staff as a necessary challenge Becta: Measuring e-maturity in the FE Sector (2008)

e-Mature providers are characterised by:

Technology for learning strategy is led by a member of the senior leadership team, with the full support of the Principal

Strategy is founded in business and quality improvement

Innovation supported and encouraged

Change accepted by staff as a necessary challenge

Becta: Measuring e-maturity in the FE Sector (2008)

e-mature providers … … keep development areas are in balance

e-mature providers … … adopt a whole organisational approach

But… Despite considerable investment in technology, many providers are not e-mature….and some e-mature providers do not maintain their position.

The challenge

Problem: fragmented leadership of technology; support and infrastructure issues Some strategies just focused on infrastructure, not teaching and learning Within college variation (e.g. departmental) among many colleges Workforce capability and CPD Most staff likely to see their dept. or colleagues as main source of support Part-time staff capability and use relatively low Infrastructure Access to resources - newer college buildings make a difference Becta: Measuring e-maturity in the FE sector (2008)

Some strategies just focused on infrastructure, not teaching and learning

Within college variation (e.g. departmental) among many colleges

Workforce capability and CPD

Most staff likely to see their dept. or colleagues as main source of support

Part-time staff capability and use relatively low

Infrastructure

Access to resources - newer college buildings make a difference

What LSIS is doing with BECTA? In addition to other e-leadership programmes run by LSIS, LSIS and BECTA are jointly developing and delivering programmes to develop e leadership including: Collaborative Leadership Skills and Technology (pilot programmes 2008/9) Supporting organisations towards ematurity* (pilot programmes 2009/10) * Title to be confirmed

In addition to other e-leadership programmes run by LSIS, LSIS and BECTA are jointly developing and delivering programmes to develop e leadership including:

Collaborative Leadership Skills and Technology (pilot programmes 2008/9)

Supporting organisations towards ematurity* (pilot programmes 2009/10)

* Title to be confirmed

Table discussion What are the main issues for you in order to harness technology to get the maximum benefit for learners and the organisation?

What are the main issues for you in order to harness technology to get the maximum benefit for learners and the organisation?

Feedback 1

Feedback 2

The Leadership Challenge Kouzes and Posner Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart How can we help our organisation to change?

Model the way

Inspire a shared vision

Challenge the process

Enable others to act

Encourage the heart

1. Model the way Establish principles concerning the way people should be treated and the way goals should be pursued. Create standards of excellence and then set an example for others to follow. The prospect of complex change can overwhelm people and stifle action, set interim goals so that people can achieve small wins . How can we help our organisation to change?

Establish principles concerning the way people should be treated and the way goals should be pursued.

Create standards of excellence and then set an example for others to follow.

The prospect of complex change can overwhelm people and stifle action, set interim goals so that people can achieve small wins .

2. Inspire a shared vision Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future. How can we help our organisation to change?

Leaders passionately believe that they can make a difference.

They envision the future, creating an ideal and unique image of what the organization can become.

Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.

3. Challenge the process ‘ The work of leaders is change. The status quo is unacceptable to them. Leaders search for opportunities by seeking innovative ways to change, grow, innovate and improve. Leaders also experiment and take risks by constantly generating small wins and learning from mistakes. Extraordinary things don’t get done in huge leaps forward; they get done one step at a time. Leaders demonstrate the courage to continue the quest despite opposition and setbacks.’ How can we help our organisation to change?

‘ The work of leaders is change. The status quo is unacceptable to them. Leaders search for opportunities by seeking innovative ways to change, grow, innovate and improve.

Leaders also experiment and take risks by constantly generating small wins and learning from mistakes.

Extraordinary things don’t get done in huge leaps forward; they get done one step at a time.

Leaders demonstrate the courage to continue the quest despite opposition and setbacks.’

4. Enable others to act Foster collaboration and build spirited teams. Actively involve others. Understand that mutual respect is what sustains extraordinary efforts Strive to create an atmosphere of trust and human dignity. How can we help our organisation to change?

Foster collaboration and build spirited teams.

Actively involve others.

Understand that mutual respect is what sustains extraordinary efforts

Strive to create an atmosphere of trust and human dignity.

5. Encourage the heart Recognise contributions that individuals make In every winning team, the members need to share in the rewards of their efforts Celebrate accomplishments. How can we help our organisation to change?

Recognise contributions that individuals make

In every winning team, the members need to share in the rewards of their efforts

Celebrate accomplishments.

Ensure you are using technology to support effective learning Research at the National Training Laboratories, Maine, reported by Watson (2004) How can we help our organisation to change? Instructional strategies and percentage of material retained Lecture 5% Reading 10% Audio/visual 20% Demonstration 30% Discussion group 50% Practice by doing 75% Teaching others 90%

How LSIS can currently help… eQuIP FE / ACL / WBL eXplorer ConnecT Realise Leading Change for Digital Dividends Collaborative Leadership Skills and Technology Excellence Gateway WBL / ACL / ISC Toolkits Demonstrating Quality

eQuIP

FE / ACL / WBL eXplorer

ConnecT

Realise

Leading Change for Digital Dividends

Collaborative Leadership Skills and Technology

Excellence Gateway

WBL / ACL / ISC Toolkits

Demonstrating Quality

Thank you for participating Punam Khosla: Programme Director leadership & elearning Ian Pritchard: Strategic Associate LSIS

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