App7 morrisd

Electronic Classroom of Tomorrow history mission culture inclusion resistance analysis

The Electronic Classroom of Tomorrow (ECOT) is a community charter school based in Columbus, Ohio, USA. It is sponsored by the Lucas County Educational Service Center (LCESC) in Toledo, Ohio.

ECOT was founded in 2000 by William Lager, under an agreement with the Lucas County Educational Service Center and it is managed by his company, Altair Learning Management aka IQity.

Mr. Lager had a disabled child in the public schools. The brick and mortar schools were unable to assist his child academically. Therefore, Mr. Lager decided to establish an online cyber school where all children had an opportunity to learn in Ohio.

history mission culture inclusion resistance analysis

historyhistory

mission

mission

mission

mission

ECOT offers an effective alternative to provide students with the academic skills and experiences to be successful in the 21st century.

Goals:1.To improve the academic achievement of all students in all areas with focus on math and reading

2.To improve engagement with a 20% increase in passing core courses

history structure vision mission culturemission culturevision mission culturestructure vision mission culturemissionvision culturestructure vision culturehistory structure vision culturehistory culture inclusion resistance analysismission

culture

culture

culture

culture

ECOT is organized in a hierarchy five layers of vertical managerial administration followed by a layer of teaching professionals. Initial form of communication is informal; Elluminate live whiteboard meetings, phone conversations, and emails are generally addressed on first names basis. Beyond immediate supervision, communication is formal.

Teachers operate within their homes and communicate professionally with students and parents through the following: virtual Elluminate live white board classroom sessions, classroom announcements, phone contacts, chats, postings, drop box, and threaded discussion.

Teaching staff and all levels of management meet six times a year for professional development .



inclusion

inclusion

inclusion

inclusion

EXTERNAL FORCE

Ohio Department of Education (ODE)

Individual Education Plan (IEP)

Least RestrictiveEnvironment (LRE)

STAKEHOLDERS

External and internal

RESTRUCTURING PLAN

Inclusion, reading, writing and math interventions

Reassigned positions for associate principals and teaching teams

Tim Schmid is Special Education Associate Principal for ECOT.(personal communication, September 27, 2010)


resistance

resistance CULTURAL IMPACT

Productivity

Absenteeism

Moral

Frustration

Danielle Hier is EnglishAssociate Principal for ECOT.(personal communication, September 28, 2010)

ADDITIONAL TEACHERRESPONSIBILITIES

1. Co-teaching

2. Teacher/student ratio 50% increase

3. Progress monitoring

4. Mandatory overtime


analysis

analysis

analysis

analysis STUDENT FOCUS

Poor communication for students and parents

LEADERSHIP STYLE

Transactional leadership

INTERNAL FOCUS

Teachers on Special Assignment (TOSA) Inclusion i professional development

Weekly team meetings

Evaluation review per month

Short cycle assessments

Rewards and bonusesDr. Bert Wiser is Director of Accountability for ECOT.(personal communication, October 11, 2010)


reflection

ref lectio n

reflection

ref lectio n

RESPONSE TO INNOVATION AND CHANGE

1. Hire outside consultant

2. Teachers on Special Assignments (TOSAs)

3. Additional professional development training

4. Weekly team meetings with principals and co-teachers

5. Efficient job analysis and evaluations per monthMaryAnn Latimer is Director ofSpecial Education and Intervention for ECOT.(personal communication, October 20, 2010)

references

references

Electronic Classroom of Tomorrow

Anderson. D.L. (2010) Organization Development: The Process of Leading Organizational Change Sustaining Change, Evaluating, and Ending an Engagement, Chapter 13 (pp 304-309) Sage Publications, Inc. reproduced with permission of Sage Publications, Inc. in the format electronic usage via Sage Publications, Inc.

Beach, L. R. (2006). Leadership and the art of change: A practical guide to organizational transformation. Thousand Oaks, CA: Sage Publications, Inc. Assessment: Chapter 4, "Plans: Mapping Change" (pp. 69–90) Chapter 6, "Follow-Through: Institutionalizing Change" (pp.113 - 131) Sage Publications LTd.,

Bligh, M. (2010). Leadership in organizations. [Podcast]. Retrieved September15, 2010 from http://sylvan.live.ecollege.com

Bligh, M. (2010). Organizational Change. [Podcast]. Retrieved September 20, 2010 from http://sylvan.live.ecollege.com

Rogers, E(1995). Diffusion of Innovation. Retrieved October 10, 2010 form http://www/stanford.edu/class/symbsys205/Diffusion%20of%20Innovaitons.htm

Kotter, J. P. (2006). Leading change: Why transformation efforts fail (chap. 10, pp. 239–251). In Gallos, J. V. (Ed.), Organization development: A Jossey-Bass reader. San Francisco: Jossey-Bass. Organization Development: A Jossey-Bass Reader by Gallos, J. V. John Wiley & Sons Inc.

Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2008). Organizational behavior (10th ed.). Hoboken, NJ: John Wiley & Sons.

United States Department of Education, Office of Special Education Programs. (2007). Idea regulations: secondary transition Retrieved October 1, 2010 from http://www.ode.state.oh.us/reportcardfiles/2009- 2010/BUILD/133413.pdf

App7 morrisd

Education

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