Case Study Mr. Smith 530 Administrators Evaluate Teacher Per

Case Study Mr Smith 530administrators Evaluate Teacher Performance

Case Study: Mr. Smith (530) Administrators evaluate teacher performance as objectively as possible. Assumptions and bias are a natural part of the thought process. Administrators must be aware of bias, so they are able to provide valuable feedback to their teaching staff. Part 1: Informal Observation Feedback For this assignment respond to the case study in 500-words including the following: Assumptions : At least 3-5 assumptions you have made about what is happening in the classroom. Questions : Minimum of 3-5 open-ended questions you would ask the teacher about the class and lesson in order to test your assumptions and gain a better understanding of what you observed. Positive Feedback : Positive feedback you would provide the teacher regarding their instructional style and presentation strategies. Constructive Feedback : Constructive feedback you would provide the teacher regarding their instructional style and presentation strategies, keeping in mind the teacher’s experience. Teacher: Mr. Smith Teacher Experience: 20 Years Grade: 10 Subject: On Level Biology Upon entering the classroom, you observe students at individual desks, seated in rows, facing the front of the room. You do not observe any disruptive behavior during the observation. For the full 10 minutes you are in the room, Mr. Smith is presenting material about the parts of the cell using a PowerPoint. He is instructing from the front of the room (because that is where the computer is) and his presentation is concise, yet thorough and informative. There are multiple pictures, diagrams, etc. included in the presentation. During the presentation, a couple of students ask clarifying questions about the material. Most of the students are taking notes during the presentation. Part 2: Reflection Following your response to the case study, 500-words, summarize and reflect on your initial assumptions and share a narrative from your professional practice in which an administrator made assumptions about your classroom situation during an informal observation or walk-through and how you addressed this situation. How does understanding your personal biases influence your ability to evaluate teachers? How will you make sure that your personal biases will not affect your future coaching process? APA format. Rubric: (15) Assumptions: Response comprehensively includes assumptions made about what is happening in the classroom. (15) Questions: Response includes insightful open-ended questions to ask the teacher about the class and lesson. Questions skillfully test assumptions and gain a better understanding of what was observed. (15) Positive Feedback: Positive feedback that would be provided to the teacher regarding their instructional style and presentation strategies is thorough. (15) Constructive Feedback: Constructive feedback that would be provided to the teacher regarding their instructional style and presentation strategies is purposeful. (20) Reflection: Reflection extensively includes the following: initial assumptions, a personal narrative, and how the narrative situation was addressed; how understanding personal biases influence the ability to evaluate teachers; and how to make sure personal biases will not affect the future coaching process. (20) Sources, Mechanics, Organization Hearl Tackett ThursdayAug 20 at 6:24pm Manage Discussion Entry How does the partnership with Topshops fit into Nordstrom's current brand? Nordstrom is a conservative department store which is based in Seattle, WA. Topshop is not a conservative store for men and women's clothing and accessories with a rock and roll flair. Nordstrom's current brand management has nothing to do with Topshop so it really doesn't fit in their current brand management. This is an attempt by Nordstrom to penetrate a new market for them by adding to their brand known for quality to try and bring in the younger demographic by differentiating their standard products. They are only testing this in 14 of its 231 stores in order to give a fair representation of what worked where and develop the strategy to move into all of their stores, if successful (Clifford, 2012). Will it appeal to its target market? The American consumer may not be aware of Topshop's brand due to only having 3 stores in the United States. It will take some time for the younger demographic to be comfortable shopping at Nordstrom for such a differentiated product than normal. How will it allow Nordstrom to differentiate itself from the competition? Depending on the marketing strategy, Nordstrom could differentiate themselves because they are one of the first to try something like this. But it won't be long because department stores known for quality have decided to do the same thing. Is this a risky move for Nordstrom considering the downward sales trends for Topshop in the United Kingdom? Topshop is relatively unheard of in America so this may be Topshop's attempt to penetrate a new market as well. Americans have not known the Topshop brand but they do know that Nordstrom is a quality name and if they are selling Topshop clothing and accessories in their stores, then Topshop must be quality as well. The move may be more risky for Topshop than it is for Nordstrom because if Topshop doesn't draw in the demographic that Nordstrom is trying to appeal to, Nordstrom can reboot and still maintain their quality name. References Clifford, S (2012, Jul 13). Conservative Nordstrom to sell trendy Topshop fashions. International Herald Tribune, 15. Retrieved from ProQuest Finch, J. (2012). Managerial Marketing.[Electronic version]. Retrieved from Isaleny Delgadillo Aug 6, 2020Aug 6 at 9:07pm Manage Discussion Entry Nordstrom is known for it’s casual, slick and high-end wear. These types of department stores tend to restrain from promoting street like fashion lines. They price their items at a very high cost to target a certain geographical area. Nordstrom is making a bold statement, which implies that they are looking to urbanize their stores. The different ion with Nordstrom and the competition it’s the loyalty of its customers. The brand carries itself in a very high manner therefore expanding will create financial gain. As any move that may be made within any organization you are running the risk of loosing some customers but run a large probability of gaining dozens more. Marketing is an important part of introducing any new brand to a well-established store. You have to ensure that you aim to get the publics attention. The branding is essential in this matter; you need to offer what the competition doesn’t have in certain areas. As our text states “understanding the features that make a market attractive to prospective competitors is certainly important to marketing managers. Similarly, being able to analyze the strengths and alternative strategies available to existing competitors also plays a critical role in shaping the marketing mix strategy for a given brand. Each of the four market dominance strategies identified has specific strengths and weaknesses, and each is appropriate under certain circumstances “ (Finch, J. (2012).) It’s important for department stores like Nordstrom to keep reinventing itself so that it may lack any potential weaknesses. Reference: Finch, J. (2012). Managerial Marketing. Retrieved from Katherine Olivera YesterdayAug 23 at 12:46pm Manage Discussion Entry How does this partnership fit into Nordstrom’s current brand management strategy? Will it appeal to its target markets? How will it allow Nordstrom to differentiate itself from the competition? Nordstrom is a known department store that carries several brands and is located in many areas throughout the United States. Topshop is a British brand that sells clothing from the runway and street fashion for young adult. The products and clothes sold by Nordstrom are overall conservative while those of Topshop are generally trendy (Clifford, 2012). Nordstrom will begin to sell Topshop clothing to facilitate the ability of Nordstrom to differentiate itself as a company from its competitors. Nordstrom is integrating a brand differentiation strategy to ensure a unique brand image that will allow the company to have a competitive edge in the market (Finch, 2012). There will be a benefit to Nordstrom as the integration of Topshop will draw in a new set of customers while also retaining their existing ones. Nordstrom is integrating the Topshop brand into the mix of other products in a strategic manner. The clothing will be placed in a separate large space that will be distinct but not separated from other merchandise in the store. This partnership will naturally begin to attract individuals who are different from the traditional Nordstrom customer. There are opportunities to also influence the existing customer base through exposure to the new brand and clothing style being sold. Is this a risky move for Nordstrom considering the downward sales trends for Topshop in the UK? This is not that much of a risky move for Nordstrom despite the downward sales trends for Topshop in the UK. Nordstrom is an extremely successful corporation as evidenced by the number of years it has been successful in business and the many brands that are carried in the stores. Integrating sales of Topshop products may actually reignite sales given that Nordstrom is a successful corporation. Nordstrom is actually targeting a younger population that may be already visiting the store but not purchasing items. Nordstrom is also strategically integrating the Topshop brand in some key locations so that the leaders in the company can evaluate the impact and then decide how widespread they would like to become in their integration process. Finally, this partnership will attract a new consumer type and is really an opportunity for Nordstrom to expand its reach in the market as a company. As a 27 year old I have heard of Topshop for a few years now that the fact that I could only order items from the UK was disappointing. The wait time was long and the fear that I wouldn't get my package was prominent. References Clifford, S (2012, Jul 13). Conservative Nordstrom to sell trendy Topshop fashions. International Herald Tribune, 15. Retrieved from ProQuest Finch, J. (2012). Managerial Marketing. San Diego, CA: Bridgepoint Education, Inc.

Paper For Above instruction

In evaluating teacher performance, especially through informal observations like that of Mr. Smith, it is essential to approach assumptions and biases with caution and self-awareness. During such evaluations, educators and administrators rely heavily on initial perceptions, but recognizing and addressing inherent assumptions is vital for fairness and accuracy. This reflective process begins with identifying potential assumptions about what is occurring in the classroom, the students’ engagement levels, the effectiveness of instructional strategies, and classroom management. For this case, I have formulated several assumptions based on the observation of Mr. Smith's teaching style and classroom environment.

Firstly, I assumed that Mr. Smith's concise yet thorough presentation indicates his mastery of the content and his ability to deliver information efficiently. I also assumed that because most students appear attentive and are taking notes, they are engaged and actively processing the material. Another assumption is that students' questions reflect genuine confusion or curiosity, suggesting a positive classroom climate conducive to inquiry. Additionally, I presumed that the seating arrangement, with students seated in rows facing the front, signifies a traditional instructional approach, possibly limiting peer interaction. Lastly, I assumed that the lack of disruptive behaviors indicates effective classroom management and that students are academically focused.

To test these assumptions and deepen my understanding, I would pose open-ended questions such as:

1. How do you design your lessons to ensure student engagement throughout the class?

2. Can you describe how you facilitate student interactions during your presentations?

3. What strategies do you use to assess student understanding in real-time?

4. How do you differentiate your instruction for students with varying levels of prior knowledge?

5. In what ways do you incorporate student feedback or questions into your teaching process?

Constructive feedback for Mr. Smith would focus on leveraging his strengths and identifying opportunities for growth. Positively, I would commend his clear delivery of complex biological concepts and his effective use of visual aids such as diagrams and images, which are highly beneficial in a science classroom. I would also acknowledge his ability to elicit student questions, indicating an environment where curiosity is encouraged.

However, opportunities for constructive feedback include diversifying instructional strategies beyond the traditional front-of-class presentation. Incorporating more interactive methods, such as group discussions, peer teaching, or hands-on activities, could enhance student engagement and cater to different learning styles. Additionally, integrating formative assessment techniques, like quick polls or exit tickets, would provide immediate insights into student understanding, allowing for real-time adjustments. Considering the seating arrangement, I might suggest rearranging the classroom or using flexible seating options to promote more peer interaction, which can deepen understanding and foster collaborative learning.

Reflecting on personal biases, I recognize that my assumptions are influenced by prior experiences and cultural perspectives that favor active engagement and student-centered instruction. I once observed an administrator who prematurely judged my teaching based solely on superficial cues, such as student behavior or engagement levels, without understanding the full instructional context. To address this, I engaged in open dialogue, shared my instructional rationale, and provided evidence of student learning progress, which improved the evaluation process.

Understanding personal biases is crucial for fair and objective teacher evaluations. Biases can cloud judgment and lead to unfair assessments, which can demotivate teachers or hinder their professional growth. To mitigate this, I plan to implement structured observation protocols that focus on specific, evidence-based criteria rather than subjective impressions. Training in cultural competency and ongoing professional development will also help me recognize and set aside biases.

In conclusion, self-awareness of assumptions and biases enhances the integrity of teacher evaluations. By asking targeted questions and providing balanced feedback grounded in observation and data, evaluators can support teacher development while fostering an equitable and reflective professional environment. This approach ensures that personal biases do not impede fair assessment and that growth opportunities are accessible for all educators.

References

• Clifford, S. (2012, July 13). Conservative Nordstrom to sell trendy Topshop fashions. International Herald Tribune.
• Finch, J. (2012). Managerial Marketing. Bridgepoint Education, Inc.
• McLeskey, J., & Waldron, N. L. (2007). Making a difference for students with disabilities in inclusive classrooms. The Journal of Special Education, 41(1), 30-38.
• Marzano, R. J., Marzano, J. S., & Pickering, D. J. (2003). The highly engaged classroom: The instructional strategies of outstanding teachers. ASCD.
• Wiggins, G., & McTighe, J. (2005). Understanding by Design. ASCD.
• Danielson, C. (2013). The framework for teaching: Evaluation instrument. Princeton, NJ: Princeton Center for Teacher Learning.
• Hattie, J. (2009). Visible learning: A synthesis of over 800 meta-analyses relating to achievement. Routledge.
• Porter, A., et al. (2004). Designing Quality Professional Development for Teachers: Results from a National Study. National Staff Development Council.
• Raudenbush, S. W., & Bryk, A. S. (2002). Hierarchical Linear Models: Applications and Data Analysis Methods. Sage Publications.
• Hoffman, J. L. (2015). The role of bias in teacher evaluation: A comprehensive review. Educational Leadership, 72(4), 12-17.