Preface |
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xv | |
The ISLLC Standards for School Leaders |
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xvii | |
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1 | (37) |
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2 | (2) |
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Assumptions, Beliefs, Behaviors |
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4 | (1) |
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Modernist and Structuralist Thought |
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5 | (2) |
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Postmodernism and Poststructuralism |
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7 | (3) |
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The Nature of Scientific Progress |
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10 | (5) |
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15 | (5) |
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16 | (1) |
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Psychoanalytic Psychology |
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17 | (1) |
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18 | (1) |
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19 | (1) |
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Sociological and Psychological Points of View |
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20 | (2) |
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The Relevance to School Leadership Today |
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22 | (2) |
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The No Child Left Behind Act of 2001 |
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24 | (3) |
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Research Methods in Education |
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27 | (4) |
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31 | (3) |
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The ISLLC Standards for School Leaders |
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31 | (2) |
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Coaching as a Method of Teaching |
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33 | (1) |
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34 | (1) |
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35 | (1) |
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36 | (2) |
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Toward a Theory of Practice |
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38 | (40) |
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39 | (3) |
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Two Principal Sources of Conflict |
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42 | (5) |
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The ``Great Debate'': Traditional versus Progressive Education |
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42 | (1) |
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The Beginnings of the Great Educational Debate |
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43 | (2) |
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The Backlash of the 1950s |
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45 | (2) |
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The Neoprogressives Emerge in the 1960s |
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47 | (1) |
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The Contemporary Debate on Schooling |
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47 | (5) |
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A Paradigm Shift in Education |
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52 | (6) |
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53 | (1) |
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The Traditional Paradigm of Intelligence |
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53 | (2) |
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55 | (2) |
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A New Paradigm of Intelligence or the Lake Wobegon Syndrome? |
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57 | (1) |
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Multiple Intelligences Theory |
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58 | (8) |
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Gardner's Multiple Intelligences Theory (MIT) |
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60 | (2) |
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Perkins's Learnable Intelligence Theory |
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62 | (2) |
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64 | (1) |
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65 | (1) |
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66 | (4) |
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The National ``Summit Meetings'' on Educational Standards |
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68 | (2) |
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70 | (3) |
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73 | (2) |
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The Game Plan: A Coaching Metaphor |
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75 | (1) |
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76 | (1) |
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76 | (1) |
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77 | (1) |
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Mainstreams of Organizational Thought |
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78 | (30) |
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79 | (1) |
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80 | (2) |
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Organization and Behavior |
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82 | (1) |
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Why Study Organizational Behavior? |
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82 | (1) |
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Why Study the History of Organizational Behavior? |
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83 | (1) |
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84 | (1) |
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Public Administration as a Beginning |
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85 | (1) |
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Impact of the Industrial Revolution |
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86 | (4) |
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Frederick W. Taylor and Scientific Management |
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87 | (1) |
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The Beginning of Modern Organizational Theory |
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88 | (1) |
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Emergence of Bureaucratic Organizational Theory |
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89 | (1) |
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The Rise of Classical Organizational Theory |
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90 | (5) |
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Scientific Management versus Classical Organizational Theory |
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91 | (1) |
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Organizational Concepts of Classical Theory |
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92 | (2) |
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The Ideas of Mary Parker Follett |
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94 | (1) |
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Classical and Neoclassical Administrative Concepts |
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95 | (1) |
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The Human Relations Movement |
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95 | (5) |
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The Western Electric Studies |
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96 | (4) |
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The Organizational Theory Movement |
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100 | (5) |
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Human Relations and Organizational Behavior |
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102 | (3) |
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105 | (1) |
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106 | (1) |
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107 | (1) |
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Organizational Theory in the Modern Period |
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108 | (49) |
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109 | (3) |
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112 | (1) |
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Theory Defined and Described |
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112 | (1) |
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Two Major Perspectives on Educational Organizations |
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112 | (6) |
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113 | (4) |
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Top-Down School Reform Persists |
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117 | (1) |
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Human Resources Development Views |
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117 | (1) |
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118 | (5) |
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Organizational Structure and People |
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123 | (1) |
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124 | (2) |
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124 | (2) |
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126 | (4) |
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126 | (4) |
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130 | (6) |
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Functional Roles in the Group |
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135 | (1) |
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Role Related to Social Systems Theory |
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136 | (7) |
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139 | (3) |
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142 | (1) |
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142 | (1) |
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Sociotechnical Systems Theory |
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143 | (2) |
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145 | (8) |
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147 | (2) |
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Open System Related to Contingency Theory |
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149 | (1) |
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Response to Technological Change |
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150 | (1) |
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Interaction with the External Environment |
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150 | (2) |
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Contingency Theory and Organizational Behavior in Schools |
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152 | (1) |
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153 | (2) |
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155 | (1) |
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155 | (2) |
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The Human Dimension of Organization |
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157 | (24) |
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158 | (2) |
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Reconceptualizing the Nature of Organizations |
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160 | (2) |
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A New Paradigm of Organizational Theory |
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162 | (1) |
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Rise of Qualitative Research Methods |
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163 | (5) |
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Educational Organizations as Loosely Coupled Systems |
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165 | (1) |
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Educational Organizations as Dual Systems |
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166 | (2) |
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168 | (4) |
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Human Resources as Assets |
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170 | (1) |
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Organizational Culture as a Bearer of Authority |
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171 | (1) |
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Five Basic Assumptions of Effective Schools |
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172 | (3) |
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175 | (1) |
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Three Approaches to School Reform |
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175 | (1) |
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176 | (3) |
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The Effort to Create an Administrative Science |
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177 | (1) |
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Centrality of the Human Dimension of Organization |
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177 | (1) |
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Where We Are and Where We Are Going |
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178 | (1) |
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179 | (1) |
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180 | (1) |
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Organizational Culture and Organizational Climate |
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181 | (43) |
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182 | (4) |
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Human Resources Development |
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186 | (9) |
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Defining and Describing Organizational Culture and Climate |
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187 | (3) |
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Research on Organizational Culture |
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190 | (2) |
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Organizational Culture and Organizational Climate Compared and Contrasted |
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192 | (3) |
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How Organizational Culture Is Created |
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195 | (5) |
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195 | (2) |
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197 | (1) |
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The Affective Aspects of Culture and Climate |
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198 | (1) |
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198 | (2) |
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How Organizational Climate Is Created |
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200 | (5) |
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201 | (1) |
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Person-Environment Interaction |
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201 | (2) |
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Concept of Behavior Settings |
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203 | (2) |
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Describing and Assessing Organizational Culture in Schools |
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205 | (1) |
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Relationship between Organizational Culture and Organizational Effectiveness |
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205 | (5) |
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206 | (1) |
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The Problem of Measuring School Effectiveness |
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207 | (3) |
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Describing and Assessing Organizational Climate in Schools |
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210 | (5) |
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Organizational Climate Description Questionnaire (OCDQ) |
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211 | (1) |
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Organizational Climate Index [OCI] |
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212 | (3) |
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215 | (5) |
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220 | (1) |
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221 | (1) |
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222 | (2) |
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224 | (43) |
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225 | (6) |
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231 | (3) |
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Power Relationships and School Restructuring |
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232 | (1) |
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Aims of Educational Reform |
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233 | (1) |
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The Tradition of Change in American Education |
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234 | (2) |
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Natural Diffusion Processes |
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234 | (1) |
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Sociological Views of Diffusion |
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235 | (1) |
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Planned, Managed Diffusion |
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235 | (1) |
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Three Strategies of Planned Change |
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236 | (1) |
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Empirical-Rational Strategies of Change |
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236 | (5) |
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Research, Development, and Diffusion (R, D, and D) |
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237 | (1) |
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The ``Agricultural Model'' |
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238 | (1) |
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Assumptions and Implications of KPU Approaches to Change |
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239 | (1) |
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Other Empirical-Rational Strategies |
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240 | (1) |
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Power-Coercive Strategies of Change |
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241 | (1) |
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Normative-Reeducative or Organizational Self-Renewal Strategies |
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242 | (18) |
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The Rand Study of Federal Programs Supporting Educational Change |
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242 | (3) |
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A Normative-Reeducative Strategy |
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245 | (1) |
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245 | (1) |
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Organizational Self-Renewal |
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246 | (1) |
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The Learning Organization |
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247 | (8) |
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255 | (1) |
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256 | (4) |
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Research on the Effectiveness of OD |
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260 | (3) |
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263 | (2) |
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265 | (1) |
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266 | (1) |
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267 | (27) |
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268 | (2) |
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270 | (1) |
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271 | (4) |
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Leadership Different from Command |
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272 | (1) |
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273 | (2) |
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275 | (1) |
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Two-Factor Leadership Theory Abandoned |
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275 | (2) |
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Leadership as a Relationship with Followers |
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277 | (3) |
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Your Understanding of Human Nature Is Critical |
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279 | (1) |
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Bureaucratic View of Leadership |
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280 | (1) |
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280 | (6) |
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Transforming Leadership Compared and Contrasted with Transactional Leadership |
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281 | (1) |
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281 | (1) |
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282 | (1) |
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A Process of Growth and Development |
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282 | (1) |
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283 | (1) |
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Whose Vision Is It, Anyway? |
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284 | (2) |
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Manipulation and Empowerment |
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286 | (1) |
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286 | (1) |
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Leadership and Management |
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287 | (3) |
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Empowerment and Leadership |
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288 | (1) |
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A Moral or Ethical Problem |
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289 | (1) |
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290 | (1) |
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291 | (1) |
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292 | (2) |
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294 | (40) |
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295 | (3) |
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Individual versus Organizational Decision Making |
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298 | (2) |
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Rationality in Decision Making |
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300 | (3) |
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Rational Decision-Making Models |
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301 | (2) |
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Limits on Rationality in Decision Making |
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303 | (11) |
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The Gap between Theory and Practice |
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304 | (1) |
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304 | (1) |
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305 | (1) |
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Decision-Process Flowchart |
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305 | (2) |
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The Nature of Managerial and Administrative Work |
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307 | (2) |
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309 | (3) |
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The Influence of Organizational Culture on Decision Making |
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312 | (2) |
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Closing the Gap between Theory and Practice |
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314 | (1) |
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314 | (2) |
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Human Resources Development |
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314 | (2) |
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Participative Decision Making |
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316 | (3) |
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Participative Decision Making and Empowerment |
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317 | (2) |
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Participative or Democratic? |
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319 | (6) |
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An Explicit Decision-Making Process |
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320 | (2) |
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Who Identifies the Problem? |
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322 | (1) |
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Emergent and Discrete Problems |
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322 | (1) |
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323 | (1) |
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Desire of Individuals to Participate |
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324 | (1) |
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325 | (2) |
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Participation Requires High Level of Skills |
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327 | (1) |
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A Paradigm for Decision Making |
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327 | (1) |
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328 | (2) |
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330 | (3) |
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333 | (1) |
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Conflict in Organizations |
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334 | (26) |
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335 | (2) |
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The Nature of Conflict in Organizations |
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337 | (5) |
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337 | (1) |
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Conflict Different from Attacks |
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338 | (1) |
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Contemporary Views of Conflict |
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339 | (1) |
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Effects of Organizational Conflict |
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339 | (1) |
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The Criterion: Organizational Performance |
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340 | (2) |
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The Dynamics of Organizational Conflict |
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342 | (5) |
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342 | (1) |
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343 | (1) |
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A Process View of Conflict |
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343 | (2) |
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A Structural View of Conflict |
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345 | (1) |
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An Open-Systems View of Conflict |
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346 | (1) |
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Approaches to Organizational Conflict |
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347 | (4) |
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The Win-Lose Orientation to Conflict |
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347 | (2) |
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A Contingency Approach to Conflict |
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349 | (1) |
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349 | (2) |
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A Contingency Approach to Diagnosis of Conflict |
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351 | (3) |
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354 | (1) |
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355 | (4) |
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359 | (1) |
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360 | (37) |
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361 | (1) |
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The Meaning and Patterns of Motivation |
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362 | (2) |
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First Pattern: Direction in Making Choices |
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363 | (1) |
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Second Pattern: Persistence |
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363 | (1) |
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364 | (1) |
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The Extrinsic-Intrinsic Debate |
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364 | (1) |
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Extrinsic, or Behaviorist, Views |
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365 | (1) |
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Intrinsic Views of Motivation |
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365 | (1) |
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Individual and Group Motivation |
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365 | (1) |
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The Western Electric Studies Revisited |
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366 | (4) |
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366 | (1) |
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The Relay Inspection Group Studies |
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367 | (1) |
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Central Findings of the Studies |
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368 | (1) |
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369 | (1) |
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Contemporary Views of the Western Electric Studies |
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370 | (1) |
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370 | (2) |
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370 | (2) |
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372 | (1) |
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372 | (1) |
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Temperament and Organizational Behavior |
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373 | (3) |
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The Four Psychological Types |
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373 | (1) |
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Four Basic Dimensions of Human Personality |
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374 | (1) |
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Introversion-Extraversion |
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374 | (1) |
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Sensation-Intuition and Thinking-Feeling |
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375 | (1) |
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376 | (1) |
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The Myers-Briggs Type Indicator (MBTI) |
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376 | (2) |
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Introversion-Extraversion |
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376 | (1) |
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A Dimension Rather Than Either-Or |
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377 | (1) |
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377 | (1) |
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378 | (1) |
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Cognitive Views of Motivation |
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378 | (5) |
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379 | (1) |
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McClelland and the ``Spirit of Capitalism'' |
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380 | (1) |
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381 | (2) |
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The Humanistic Perspective |
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383 | (10) |
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Abraham Maslow: Motivation as a Hierarchy of Needs |
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383 | (6) |
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Herzberg's Two-Factor Theory of Motivation |
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389 | (4) |
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Integration of Herzberg's and Maslow's Theories |
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393 | (1) |
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Conclusion: General Principles |
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394 | (1) |
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395 | (1) |
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396 | (1) |
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397 | (28) |
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398 | (2) |
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Market-Based School Reform |
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400 | (10) |
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Economic Theory and School Reform |
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402 | (3) |
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School Reform as Investment Opportunity |
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405 | (4) |
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Contracting versus Privatization |
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409 | (1) |
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Standards-Based School Reform |
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410 | (3) |
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413 | (6) |
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Increasing School Autonomy |
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414 | (3) |
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Support for School Leaders |
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417 | (1) |
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Coalition of Essential Schools |
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417 | (1) |
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418 | (1) |
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Comer School Development Program |
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419 | (1) |
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The Catalog of School Reform Models |
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419 | (1) |
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Teacher Education and School Reform |
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420 | (2) |
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National Network for Educational Renewal (NNER) |
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420 | (1) |
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The American Council on Education Initiative |
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421 | (1) |
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The Flexner Report on Medical Education as Precedent |
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421 | (1) |
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422 | (1) |
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422 | (1) |
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423 | (2) |
Notes |
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425 | (15) |
Glossary |
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440 | (3) |
Name Index |
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443 | (6) |
Subject Index |
|
449 | |