The relationship between "stability" and "change" is a central paradox of administration that pervades all forms of organizing. Evaluation is not unfamiliar with paradoxical objectives and roles, which can result in tensions for evaluators and stakeholders. In this article, paradoxes between stability and change in the…

There is some consensus among academics and employers that transversal competencies are one of the key aspects in training people to adapt to the demands of today's world. Universities make a great effort in the design of training programs, in preparing their teachers in training methodologies and in the evaluation systems to guarantee that their…

This study explored the consultation practices of Learning Support Teams (LSTs) in three NSW primary schools engaged in learning and wellbeing support for diverse students. An organisational ethnographic case study approach was used to explore behaviour, language and interactions within the school sites. Participants included learning support…

The statewide longitudinal data system (SLDS) Survey was first administered in the summer of 2017. This annual survey was created to help inventory the current data capacity of states' and territories' SLDSs. It not only focuses on whether a given data type or use is in place, but also explores the development of these data systems and their…

This simulation is designed to help students understand the complexity of organizational life and learn how to navigate a work world of chaos, conflict, and uncertainty. This adaptation and update of an exercise by Cohen, Fink, Gadon, and Willits has been a successful addition to MBA and EMBA courses. The participants must self-organize, choose…

The author of this paper provides an example of a conceptual framework that supported her doctoral study and written dissertation in the field of educational psychology. The study was carried out prior to the more recent explicit emphasis on conceptual frameworks in postgraduate research texts and academic literature. The instigation for the…

The structure underlying "unstructured" processes is described in terms of 12 elements: 3 central phases, 3 sets of supporting routines, and 6 sets of dynamic factors. (Author/IRT)

Used a sample of national firms (N=836) to investigate the relationship between specialization, formalization, and centralization in the functional work unit. Data indicated that the three variables compose a single dimension of organizational structure. Another finding was that, within this dimension, specialization, formalization, and…

This study examined teachers' sense of powerlessness within two distinctive school organizational structures. Definite patterns of teacher sense of powerlessness were uncovered within Authoritarian and Collegial school structures. In addition, a majority of teachers in Authoritarian schools experienced a greater sense of powerlessness than did…

Some organizations, such as the college or school, are by the nature of their enterprise, anarchic and, where this is so, attempts to retain predictability by strong boundary maintenance are irrelevant, since unpredictability is built into the organization. (Author)

Available from: Comparative Administration Research Institute, Kent State University Press, Kent State University, Kent, OH 44242. (IRT)

A test, through simulation techniques, of the hypothesis that the approach to organizational control is dependent on the degree of subunit interdependence. (Author)

This paper deals with the critical needs of organizations to cope with external stress and change. The concept of "competence" is analyzed into the components adaptability, reality-testing, identity, and integration; and each component is discussed. Data are presented from a HumRRO project, which had as its objective that of determining the…

This document describes some basic characteristics of decision-making that any formal management system should support: (1) the structure of an organization, (2) the decision patterns of an organization, and (3) the keys to good decisions. (Author)

Discusses the need for organizational innovation to meet the needs of our technical society by making organizations more creative. (MB)