Using an organizational theory to study how people can actually change routines, this study examined alterations made to two aspects of a high school's attendance procedures over 5 years. The authors drew primarily from interviews and school documents to describe and analyze changes made by administrators, faculty, and staff. Organizing questions…

The future stability of the Los Angeles school district as a single entity is questioned. Various problems that add instability to the system's present decentralization plans are discussed. Among them are achievement and academic performance. (Author/AM)

Political developments with respect to two public school systems are examined in terms of two theoretical models. When viewed from the analytical perspective used here, similarities between the two cities with respect to progress in decentralization begin to emerge.

Centers on importance of ideological thought systems in shaping political and organizational actions in educational governance. Argues that the ideological factor (1) links (or fails to link) school board members to their constituencies, (2) defines problems and processes for policymaking, and (3) communicates a mandate for action to school…

A sequential model of events that commonly precedes the emergence of demands of community control is proposed. Responses of district authorities to the control demand is then interpreted within the framework of several theoretical models.

This paper develops a concept of modeling for learning informal systems and presents analytic principles from which models may be derived. (Author)

Summarizes the organizational process and political bargaining models of policy change, and considers the rational decision-making model as an alternative. Models are interrelated with each other to show how each reveals a dimension of the politics of school decentralization. (Author/AM)

An exploration of some of the relationships between organizational characteristics of a state education agency and the decision making process in federal program administration. The consequences of the structural characteristics of a professional organization for the administration of externally imposed policy are discussed, leading to some…

Examines the ways in which reflection leads to better decision making and better administration. Discusses the following three sources of knowledge available to administrators who choose to enhance their effectiveness through reflection: (1) theoretical; (2) empirical; and (3) experiential. Examines the integration of knowledge and action through…

Introduces the other articles in this special issue. Restructuring the schools to some means changing the "mechanics" of schooling; to others it refers to changes in relations of authority. However, there is uncertainty whether any restructuring will take place because a restructuring program will be difficult to implement. (BJV)

Analyzes how 13 state education agencies (SEAs) use instrumental strategic and symbolic decisions and structures in attempting to provide leadership for improvements in educational quality. Data suggest that as the difficulties facing them increase, SEAs rely more on the strategic and symbolic dimensions of structure for their own protection. (CMG)

Illustrates the use of various means for facilitating and sustaining reflection at different levels and preparatory stages of professional practice. The following means are discussed: (1) writing; (2) journals; (3) case records; (4) contrived situations; (5) instrument feedback; (6) electronic feedback; (7) metaphor; (8) platforms; and (9)…

Effective schools must have effective leaders. Such leaders are those who can create and implement a vision of the school's culture that contains within it the values on which excellence is built. (BJV)

Illustrates some of the various ways principals may shape and change their school cultures. These cultures are composed of the shared norms, values, beliefs, and assumptions about the world of work that shape how people think, feel, and act. (BJV)

The concept of "instructional leadership" springs from a desire to relate school administration to instruction, but it does little to suggest what the specific links between the two might be. It obscures the uncertainty and tension that is bound to arise from serious efforts to restructure the schools. (BJV)