For 70 years, the Union City School District used a line-item budget system, a top down approach that was regarded by many as "deaf, dumb, and blind." This antiquated central administration process gave school leaders and staff little, if any, input into the distribution of resources for their schools, resulting in a redundancy of allocations,…

Although a relatively new idea in the U.S., weighted student funding (WSF) for individual schools has a long history in the Netherlands. This country of about 16.5 million people has been using a version of WSF for all its primary schools (serving children from age 4 to 12) for 25 years. In this article we describe and evaluate the Dutch system…

Since the wave of school reform decentralization, schools now maintain a more dynamic and diverse relationship with their environment than they did in the past. School principals' relationships with the local educational authority (LEA) are a prominent example of this change in Israel. LEAs try to gain more pedagogic influence over schools while…

Purpose: This paper aims to examine and compare the school excellence model (SEM) approach adopted by Singapore and the school-based management (SBM) approach adopted by Hong Kong. It discusses the implications of such a strategy and the challenges that both Singapore and Hong Kong schools face in navigating a new paradigm of managerialism while…

Rapid social change in American society calls for a flexible, self-correcting educational system. The view that achievement of such a system requires major changes in the organization and delivery of educational services and a redefinition of the entire system is examined in this educational policy bulletin. Highlights of reform research are…

Implementing shared decision making in school-based management requires fundamental changes in traditional behavior. Initiation of restructuring systemic authority and decision-making arrangements requires changing deeply held beliefs and developing new roles and relationships. A recent survey of educational practitioners identified eight major…

Findings of a survey conducted in 1989 to identify the difficulties facing educational practitioners when initiating shared decision making in school-based management are presented in this educational policy bulletin. The first of a two-issue report examined five of the eight major barriers to changing traditional behavior: fear of taking risks,…

All organizations can be located on a complex continuum whose extremes are total self-management or total control by external agents. School self-management is measured by degree of local community control over inputs, structures, processes, and relations with the environment. Australian schools have significantly decentralized processes and are…

True educational restructuring requires a vision of learning, examples of visionary school-level restructuring, and a coordinated plan at the local, state, and national levels for inviting and helping schools accept choice, responsibility, and accountability. One strategy calls for site-based flexibility and development of educational innovation…

The principal of a partly restructured elementary school describes effective tactics for starting the process. These include teaching and demonstrating change, making change pay (by rewarding teachers for making risky changes), picking a focus or mission, and involving everybody. Although the process is not complete and some costs are unknown, the…

School restructuring means forging a collaborative relationship between the central office and local schools. Outlines the differences between a traditional and a restructured central office. (MLF)

Incorporating school-site management into the nation's educational systems will demand wholesale changes involving the very structure and organization of schools. Aimed at practitioners desiring to implement school-based management (SBM), this book is organized into chapters designed to enhance the sequential phases of application. Chapter 1…

This book examines school-based management and provides strategies to implement management changes. The 14 chapters examine the components of good schools, including clarity of purpose, leadership, professionalism, lack of bureaucratic control, competition, and choice. The text describes the components of school-based management and the need for…

To move high schools into the twenty-first century, school leadership must undergo massive restructuring. Four reasons for schools' inability to change are cited, and characteristics of effective and efficient school are identified. An eight-step process of school restructuring and a school-design statement with three basic components and eight…

Recounts a fictitious high school's steps to build support for whole school change. To create a framework for change, Farragut High developed a vision statement of organization characteristics and a profile of current school characteristics and assembled people to coordinate the change process. A hands-on leadership role for the principal was…