Working Relationships. Commits to meeting the expectations of those inside and outside the district internal and external stakeholders Choose an item.
Working Relationships. Section R - Communication and Consultation 100 Consultation
Working Relationships. (Stimulates subordinates; is a good listener; maintains openness and is considerate of others; involves others in problem resolution and decisions. Comments:
Working Relationships. The parties to this agreement seek:
a. an open and constructive working relationship
b. to work closely together at all levels, both in policy, and in strategic issues of importance
c. to respect each others’ views, and where different, after discussion to ensure proper understanding of the reasons for such differences
d. to have a ‘no surprises’ policy, based on notifying each other well in advance, where possible, of significant announcements and developments in policy e. to minimise duplication of activity wherever possible
f. to inform other stakeholders about our relationship so as to reduce uncertainty.
Working Relationships. In order to develop a sound working relationship between the parties, it is mutually agreed that:
A. The parties will continue the formulation and implementation of the Management by Results system and management team concept. Administrators will continue to be involved in the development thereof.
B. A clearly established staff and line chart should be a part of a Board-approved policy. It should clearly indicate lines of authority and responsibility.
C. Administrators should initiate upward communications with the Superintendent according to the staff or line chart. Such communications should include the attitudes, opinions, ideas and suggestions of the administrator's professional subordinates, since it is here that significant progress can be made if school district management understands their concerns.
D. Administrators must accurately and positively represent the Board and the Superintendent and take their direction from that office according to the staff or line chart. District operating procedure should clearly point out that all administrators work for the Superintendent and take their direction from that office according to the staff or line chart.
E. The administrative council shall continue to be utilized for the purpose of advising and participating in decision making and the administrative level.
F. Where feasible, the administrator should expect his/her Superintendent to represent him/her with the Board in a positive and fair manner.
G. The provisions of this Section are not subject to the grievance procedure.
Working Relationships. Is individual a team worker? Does individual develop professional rapport and work well with others?
Working Relationships. Rate how well the employee interacts effectively with supervisors, coworkers, patrons, and the general public. Also rate how courteous and tactful the employee is when dealing with others.
Working Relationships. This only reflects on those contacts that are a regular part of the employee's assigned duties and indicates the ability to effectively establish and maintain productive working relationships with peers, co-workers, and other employees with whom the employee has contact. It does not apply to the employee's personal popularity or lack of it. Treats everyone with respect and fairness irrespective of job classification. Shares recognition. Listens well. Participates in team discussions to share information or problem solve but may have to be asked. Keeps relevant team members informed. Seeks input from team members. Especially adept at establishing and maintaining productive working relationships. Suggests ways to share workload based on abilities/talents. Places welfare of the team and the solutions of problems over self-interests. Seeks rapport. Volunteers in some discussions. Demonstrates flexibility. Reflects dependability in attendance and punctuality. Prudent use of available leaves. Reliable attendance and punctuality; on time to work; regularly returns from breaks and lunch in a timely manner. Requests for leaves are planned in conjunction with office workload. Employee has an excellent attendance record and rarely misses work for unscheduled absences. Is rarely late arriving or returning to work. APPENDIX C-7
Working Relationships. The School Administrator will: ● support the Special Character of the school ● support staff in order that they in turn can achieve the best learning outcomes for their students ● be welcoming and hospitable towards callers, visitors and families ● work as an effective member of the administration team ● be flexible in carrying out duties through asking/accepting support ● have positive relations with and support children, parents, teachers, the BOT and the PTFA ● help to promote the interests and image of the school ● maintain confidentiality ● be professional in manner, dress, attendance, punctuality, honesty and reliability as befits a person working in a school environment ● provide assistance to the Principal for tasks other than those described, as required ● attending relevant professional development courses as negotiated
Working Relationships. The following key principles will be adopted by both parties in realising the ambitions of this MOU: - Both parties recognise that this is an evolving situation, and priorities and details of specific activity will change over time. This Memorandum of Understanding will be reviewed and amended periodically by mutual agreement. - Each party agrees to take a pragmatic approach and to respect the principles of the MOU as a framework for effective collaboration between statutory and VCSE sectors. This will include acknowledgement of practical and diverse difficulties, such as funding constraints. - To achieve the outcomes outlined above, through increased collaboration and enabling the systematic and comprehensive involvement of the VCSE sector, there must be a variety of mechanisms to facilitate relationships. This could include VCSE sector secondments into statutory sector teams and from the statutory sector into key VCSE organisations. - To encourage statutory sector representatives to attend VCSE sector events and standing meetings as regular members or guests; to participate in governance structures; to undertake visits and temporary placements across sectors and themes of work. This will assist in building mutual understanding and respect. - Where specifications are developed for consultancies and engagement activity to be undertaken, due consideration will be given to commissioning VCSE organisations or partnerships as providers. - Assumptions will not be made about the value of the assets, spaces and workforce of the respective sectors. Investments will be made based on relevance and merit. - Where possible every effort will be made to adequately resource the sector. However, it must also be understood that Shropshire, Telford and Wrekin is a challenged health economy and the financial position is being monitored closely by NHS England/Improvement. Therefore, no commitment can be made in relation to funding outside of the funding being provided by NHSE/I. - That the above principles of collaborative working should be applied equally to the relationship between the statutory and VCSE sectors.
