{"id":237,"date":"2015-01-28T20:16:17","date_gmt":"2015-01-28T18:16:17","guid":{"rendered":"http:\/\/www.mbirekul.com\/?p=237"},"modified":"2015-01-28T20:16:17","modified_gmt":"2015-01-28T18:16:17","slug":"vizyon-ve-kalite-liderlik","status":"publish","type":"post","link":"https:\/\/www.mbirekul.com\/?p=237","title":{"rendered":"Vizyoner ve Kalite Liderlik"},"content":{"rendered":"<p style=\"text-align: center;\"><strong>V\u0130ZYON : \u00a0Arzu edilen gelece\u011fin foto\u011fraf\u0131n\u0131 \u015fimdiden g\u00f6rebilmektir.<\/strong>\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0<strong>\u00a0 \u00a0<\/strong><\/p>\n<p style=\"text-align: left;\"><strong>V\u0130ZYONER L\u0130DERL\u0130K<\/strong><\/p>\n<p>\u00a0\u00a0 \u00d6rg\u00fctlerin gelece\u011fine y\u00f6nelik belirsizlikleri gidermesinde g\u00f6sterdi\u011fi ba\u015far\u0131ya dayanmaktad\u0131r. \u00d6rg\u00fctlerde meydana gelen h\u0131zl\u0131 de\u011fi\u015fim, \u00f6rg\u00fctlerin gelece\u011fe y\u00f6nelik kararlar\u0131n\u0131 etkilemektedir.<\/p>\n<p>Payla\u015f\u0131lan bir vizyonla gelece\u011fe ta\u015f\u0131yan ve \u00f6rg\u00fctsel k\u00f6rl\u00fckten kurtaran vizyoner liderler, gelece\u011fin liderleri olarak g\u00f6r\u00fclmektedir.<\/p>\n<p>Geleneksel mant\u0131\u011fa g\u00f6re lider, en iyi karizmatik \u00f6zelliklere sahip olan ki\u015fi de\u011fildir (Collin &amp; Porras, 1993). Lider, a\u00e7\u0131k\u00e7a vizyon bel\u0131rleyeb\u0131len k\u0131\u015f\u0131d\u0131r. Y\u00f6netimde yenile\u015fme \u00e7er\u00e7evesinde yap\u0131lan \u00e7al\u0131\u015fmalar, iki farkl\u0131 liderlik modeli temeline dayanmaktad\u0131r: Birincisi, y\u00f6netici g\u00fc\u00e7l\u00fc bir vizyon modelinde a\u00e7\u0131k bir vizyon geli\u015ftirmeyi ba\u015far\u0131r. \u00d6zel simgeler bu vizyonla anlam kazan\u0131r. \u00d6rg\u00fct\u00fcn gelece\u011fe y\u00f6nelik \u00e7abalar\u0131n\u0131n \u00f6d\u00fcllendirilmesi, vizyonla tutarl\u0131l\u0131k g\u00f6sterir. Bu modelde vizyoner lider, gelece\u011fi en iyi \u015fekilde kestirmeye \u00e7al\u0131\u015f\u0131r. \u0130kincisi, \u00f6rg\u00fct\u00fcn zay\u0131f bir vizyon modelinden yararlanmas\u0131d\u0131r. Bu durumda yeni liderler bug\u00fcn i\u00e7in ho\u015fg\u00f6r\u00fcs\u00fczd\u00fcr. \u00d6rg\u00fct\u00fcn b\u00fct\u00fcn d\u00fczeylerindeki de\u011fi\u015fme ihtiyac\u0131, daha \u00e7ok tekrarlanan ve g\u00fc\u00e7 kullan\u0131m\u0131na dayal\u0131 mesajlardan olu\u015fur. \u00c7\u00f6z\u00fcm i\u00e7in getirilecek \u00f6nerileri y\u00f6netici se\u00e7er ve anlaml\u0131 k\u0131lmaya \u00e7al\u0131\u015f\u0131r. Bu model \u00f6rg\u00fctsel ortamda ba\u015far\u0131 getirmez. \u00c7\u00fcnk\u00fc bu modele g\u00f6re \u00f6rg\u00fct ba\u015flang\u0131\u00e7ta nas\u0131l bir \u00f6rg\u00fct olaca\u011f\u0131n\u0131 bilmemektedir.<\/p>\n<p>Vizyoner liderlik ile karizmatik liderlik aras\u0131nda belirgin farkl\u0131l\u0131klar vard\u0131r. Vizyoner lider sorunlara k\u00fcresel ve sezgisel bakt\u0131\u011f\u0131 zaman kendini rahat hisseder; yak\u0131n \u00e7evresinin d\u0131\u015f\u0131na ta\u015farak daha geni\u015f ufuklar\u0131 g\u00f6zlemeyi sever. Karizmatik lider ise, b\u00fct\u00fcn\u00fcyle bir de\u011fi\u015fmeyi \u00f6ng\u00f6r\u00fcr. De\u011fi\u015fim s\u00fcresinde i\u00e7inde bulundu\u011fu durumu be\u011fenmez ve t\u00fcm\u00fcyle yeni daha d\u00fczg\u00fcn i\u015fleyen bir yap\u0131y\u0131 savunur.<\/p>\n<p>&nbsp;<\/p>\n<p>V\u0130zyoner lider, ya hep ya hi\u00e7 bi\u00e7iminde k\u00f6kten kararlar almay\u0131 sever. Karizmatik lider, \u00e7ok iyi haz\u0131rlanm\u0131\u015f \u00f6nerilerini, izleyenleri hayran b\u0131rakacak bi\u00e7imde sunar. V\u0130zyoner lider, kendini t\u00fcm\u00fcyle kendi bulu\u015flar\u0131nda yo\u011funla\u015ft\u0131r\u0131r. Karizmatik lider, ki\u015fisel \u00f6zelliklerini ve sosyal y\u00f6ntemleri kullanarak kendini kabul ettirmek zorundad\u0131r. \u00d6zellikle karizmatik lider izleyenleri kendine inand\u0131rmaya \u00e7al\u0131\u015f\u0131r.<\/p>\n<p>V\u0130zyoner lider kendine ba\u011f\u0131ml\u0131, i\u015fbirlik\u00e7iler olmadan da \u00e7al\u0131\u015fabilece\u011fi i\u00e7in, fikirlerini uygularken, baz\u0131 riskleri g\u00f6ze almak zorunda kalmaz. Karizmatik lider ise, \u00e7al\u0131\u015fanlar\u0131n yetenekleri ve g\u00fcvenilirlikleriyle ba\u011f\u0131ml\u0131d\u0131r. Dolay\u0131s\u0131yla karizmatik liderlikte, toplumsal riskler \u00e7ok y\u00fcksek olabilir(Brengelmann, 1995, s.27).<\/p>\n<p>Vizyoner bir lider olarak okul y\u00f6neticisi, gelecek y\u00f6nelimli olmak zorundad\u0131r. Okul y\u00f6neticisi e\u011fitim alan\u0131nda meydana gelen de\u011fi\u015fmeleri izleyerek, gelece\u011fe y\u00f6nelik bir vizyon olu\u015fturmal\u0131d\u0131r<\/p>\n<p>&nbsp;<\/p>\n<p><strong> KAL\u0130TE L\u0130DERL\u0130K<\/strong><\/p>\n<p>Toplam Kalite Y\u00f6netimi, m\u00fc\u015fteri memnuniyeti, tak\u0131m \u00e7al\u0131\u015fmas\u0131, s\u00fcrekli iyile\u015ftirme ve hata yapmama esaslar\u0131na dayal\u0131 \u00e7a\u011fda\u015f bir y\u00f6netim yakla\u015f\u0131m\u0131d\u0131r. Bu y\u00f6netim yakla\u015f\u0131m\u0131, liderlik alan\u0131nda &#8220;Toplam Kalite Liderli\u011fi&#8221; anlay\u0131\u015f\u0131n\u0131 ortaya \u00e7\u0131karm\u0131\u015ft\u0131r. Toplam Kalite Liderli\u011fi, kalitenin art\u0131r\u0131lmas\u0131nda \u00fcst d\u00fczey y\u00f6neticilerin \u00f6nemli sorumluluklar\u0131 bulundu\u011funu kabul etmekle birlikte, liderli\u011fi payla\u015f\u0131lm\u0131\u015f bir s\u00fcre\u00e7 olarak g\u00f6r\u00fcr. Kalite liderli\u011fi, m\u00fc\u015fteri merkezli davranmaya y\u00f6nelik bir liderlik bi\u00e7imidir.<\/p>\n<p>Toplam kalite lideri, sistemden ve insandan sorumludur. Juran, bir \u00f6rg\u00fct\u00fcn ba\u015far\u0131s\u0131n\u0131 sistem ve insan olarak iki \u00f6nemli fakt\u00f6r\u00fcn belirledi\u011fini savunur. Bu iki fakt\u00f6r\u00fcn sonu\u00e7 \u00fczerindeki etkisini de %85 sistem ve %15 insan \u015feklinde ifade eder. Sistemin tasar\u0131m\u0131 ve i\u015fletilmesi, do\u011frudan \u00fcst y\u00f6netimin sorumlulu\u011funda olan bir aland\u0131r (Efil, 1999). insan\u0131 y\u00f6netme sorumlulu\u011fu da kalite liderinin sorumluluk alan\u0131 i\u00e7indedir. Ancak sistemin sonu\u00e7 \u00fczerindeki etkisi daha b\u00fcy\u00fck olarak g\u00f6r\u00fclmektedir. Sistemin tasar\u0131m\u0131n\u0131 ise toplam kalite lideri olu\u015fturmaktad\u0131r.<\/p>\n<p>Kalite liderli\u011fini yapan okul y\u00f6neticisi, okul personelini s\u00fcrekli geli\u015fmeye kilitlemelidir. S\u00fcrekli geli\u015fme, \u00f6\u011fretmen ve y\u00f6neticilerin kendi eksiklerini g\u00f6rmelerine yard\u0131m eder. Geli\u015fmenin kayg\u0131s\u0131n\u0131 ya\u015fayan okul y\u00f6neticisi, hep geli\u015fme a\u00e7l\u0131\u011f\u0131 ya\u015fayacakt\u0131r. \u00c7\u00fcnk\u00fc m\u00fckemmellik ve doyum, kalite liderli\u011fi \u00f6n\u00fcndeki en b\u00fcy\u00fck engeldir. Geli\u015fmenin olmad\u0131\u011f\u0131 okullarda, \u00f6\u011fretmenler mesleki otoritelerini t\u00fcketirler.<\/p>\n<p style=\"text-align: center;\">\u00a0<strong>Mehmet Birekul, 2015<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n ","protected":false},"excerpt":{"rendered":"<p>V\u0130ZYON : \u00a0Arzu edilen gelece\u011fin foto\u011fraf\u0131n\u0131 \u015fimdiden g\u00f6rebilmektir.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0 V\u0130ZYONER L\u0130DERL\u0130K \u00a0\u00a0 \u00d6rg\u00fctlerin gelece\u011fine y\u00f6nelik belirsizlikleri gidermesinde g\u00f6sterdi\u011fi ba\u015far\u0131ya dayanmaktad\u0131r. \u00d6rg\u00fctlerde meydana gelen h\u0131zl\u0131 de\u011fi\u015fim, \u00f6rg\u00fctlerin gelece\u011fe y\u00f6nelik kararlar\u0131n\u0131 etkilemektedir. Payla\u015f\u0131lan bir vizyonla gelece\u011fe ta\u015f\u0131yan ve \u00f6rg\u00fctsel k\u00f6rl\u00fckten kurtaran vizyoner liderler, gelece\u011fin liderleri olarak g\u00f6r\u00fclmektedir. Geleneksel mant\u0131\u011fa g\u00f6re lider, en iyi karizmatik \u00f6zelliklere sahip olan&hellip;<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[3,1],"tags":[],"_links":{"self":[{"href":"https:\/\/www.mbirekul.com\/index.php?rest_route=\/wp\/v2\/posts\/237"}],"collection":[{"href":"https:\/\/www.mbirekul.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.mbirekul.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.mbirekul.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.mbirekul.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=237"}],"version-history":[{"count":0,"href":"https:\/\/www.mbirekul.com\/index.php?rest_route=\/wp\/v2\/posts\/237\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.mbirekul.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=237"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.mbirekul.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=237"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.mbirekul.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=237"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}