Reference no: EM133529676

Question

Dr. Thomas Kelly is the Superintendent of a suburban school district with changing demographics. When he was hired, the district had 3000 children attending public schools and 2800 children attending private religious schools, with the Board of Education members primarily parents of public school children. Three years later, there are 3000 children attending private schools and 2800 children attending the public schools, with the Board of Education members primarily parents of private school children. Dr. Kelly indicated to the Board of Education and community that he is ready, willing, and able to work with all groups in the community for the education of all children. It is clear that the public school community cannot gather enough support to elect public school parents to the Board of Education because of the changing demographics. The parents of public school children feel disenfranchised and believe that resources are not being equitably distributed. They feel that their children are being shortchanged. Public school parents are hostile at every Board of Education meeting, constantly questioning every action Dr. Kelly proposes, and each resolution the Board of Education approves.

1. Establish one strength of the administrator.

2. What is one strategy for building on this strength?

3. What is one weakness of the administrator?

4. What is a strategy for addressing that weakness?

5. Knowing this information, why might these strategies be effective in resolving the case?