Read New Performance Objectives  case. Respond to the three…

MegaDeer2889 Read New Performance Objectives  case. Respond to the three…Read New Performance Objectives case. Respond to the three questions New Performance Objectives Educational administrators are bombarded by requests for innovation at all lev-els. Programs to upgrade math, science, and social science education, state ac-countability plans, new approaches to administration, and other ideas are initiated by teachers, administrators, interest groups, reformers, and state regulators. In a school district, the superintendent is the key leader; in an individual school, the principal is the key leader. In the Carville City School District, Superintendent Porter has responsibility for 11 schools—eight elementary, two junior high, and one high school. After attending a management summer course, Porter sent the following e-mail to the principal of each school: “Please request that teachers in your school develop a set of performance objec-tives for each class they teach. A consultant will be providing instructions for writ-ing the performance objectives during the August 10 in-service day. The deadline for submitting the performance objectives to my office is September 21.” Mr. Weigand, principal of Earsworth Elementary School, forwarded Porter’s e-mail to his teachers with the following message: “Please see the forwarded e-mail from Superintendent Porter. As he explains, you will need to write performance objectives for each course you teach. These are due one month from today. This afternoon, during the in-service meeting, you will receive training on how to write these performance objectives.” After receiving this e-mail, several teachers at the elementary school responded with a flurry of hastily written e-mail responses. One well-respected and talented teacher wrote the following e-mail, accidentally sending it to Mr. Weigand instead of her colleagues: “This is nonsense! I should be spending my time focused on the lesson plan for the new advanced English class the board of education approved. Porter is clueless and has no idea the demands we are facing in the classroom. We never even hear from him until he wants us to complete some empty exercise. I am going to start looking for a school district that values my time!” Mr. Weigand was stunned by this e-mail, wondering if he was close to losing a valuable teacher who was admired by her peers and others in the school system. He knew this e-mail had been written in haste and that this teacher would be em-barrassed to know that he had received it. He was concerned that other teachers may have reacted in similar ways to his e-mail. He also wondered how to respond to the angry e-mail and how to improve morale at the start of a new school year. Questions 1. Evaluate the e-mail communications of Mr. Porter and Mr. Weigand. To what extent are they communicating effectively about the new performance objec-tives? Explain. If you were a teacher, how would you have felt after receiving the e-mail? Why? 2. If you were Mr. Weigand, how would you respond to the angry teacher? Be specific about how you would communicate with her and what you would say. 3. What communication channel would you have used to tell teachers about the new performance objectives to influence the teachers more positively? Discuss the positives and negatives of using e-mail versus another channel to commu-nicate this message.   How could in-person communication between Mr. Weigand and the teacher have affected the clarity of their interests and concerns?BusinessBusiness – Other