Management Theories for Educational Change`This is an exceptional book. It tempted me to throw out most of my collected works on the management of change, because the author has somehow succeeded by including almost every aspect of educational change that any practitioner would wish to consider....Overall this is a very stimulating book. It is packed with information and the ideas and concepts contained could pack a school development plan for many years′ - School Leadership and Management The theories and practices from the literature on business, manufacturing and commerce which inform principles for managing change in education are identified in this book.The author shows how the complexity of change can be addressed effectively. One principle of effective management of change is its potential to empower the individuals and organizations, its power to create and operate win/win situations. That can only be done by addressing the human side of organizations. The strength of the business literature is that far from advocating the austere, over-rationalized, dehumanized and objective pursuit of profit at all costs, it suggests that the effective management of change is an affirmation of the humanity of business. |
Contents
| 1 | |
| 13 | |
the Japanese Model | 43 |
4 Change and the Push for Quality | 72 |
Microcontexts of Change | 121 |
6 Organizational Factors and Change | 148 |
7 Teamwork | 182 |
8 Leadership Senior Management and the Expertise of the Change Agent | 205 |
Postscript | 226 |
| 228 | |
| 240 | |
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Common terms and phrases
ability achievement action adopt approach appropriate argues assessment behaviour business literature Chapter clear climate co-ordination collegial commitment communication concerns conflict contingency theory continuous improvement creativity curriculum decision-making development planning discussed echoing employees ensure evaluation example expertise facilitating factors feedback fitness for purpose flexibility focus goals headteacher hierarchy hot group human ibid identify implementation important individual innovation intrapreneur involvement issues Japanese model kaizen Key Stage leadership learning organization management of change managing change micropolitics monitoring motivation National Curriculum Nissan notion operations organizational climate organizational culture organizational development outcomes participants practices problem-solving problems procedures programme promote quality assurance quality control quality development regard resistance responsibility roles senior managers significance skills staff Stage standards strategies structure style success suggests targets tasks teachers teaching teamwork theory Theory Y total quality management values vision Wickens zero defects