Middle school change : a process for restructuring in a large school district Public Deposited

http://ir.library.oregonstate.edu/concern/graduate_thesis_or_dissertations/8c97kt52k

Descriptions

Attribute NameValues
Creator
Abstract or Summary
  • This qualitative study examined organizational change including the necessary steps that a large school district took in planning and implementing a reform effort. This project told a story of one school district's experience. The study covered a five year period from 1990 to 1995 in the 30,000 student Salem-Keizer School District of Salem, Oregon. The examination included a description of school board action in 1989 where a staff recommendation to reform middle schools and move sixth graders to middle schools with a seven-eight grade configuration was denied. The study then continued with an examination of the change process during which sixth graders were moved to middle schools, reforms were implemented, three new schools were opened and five schools were remodeled to accommodate the new programs. This reform, however, was not without problems. Those issues were discussed in the study. The retrospective part of the study reflected upon the project through the analysis of district documents and the results of nine field interviews of middle school principals using a set of seven questions designed to reveal the principals' perceptions of the process. The study then triangulated the results of the interviews by examining information from a focus group comprised of Salem-Keizer curriculum directors and staff development specialists who were asked the same seven questions. The study answered the questions: "Did the district do what the community asked it to do in creating middle schools that afford students a more effective educational program?" and "What are the implications for the district in undertaking a major reform effort?" Themes that emerged from the study included the following: organizational change is highly personalized; change should have a literature and research foundation; stakeholders must participate in the change process; communication must be consistent and must be "two way"; one person must be the individual in charge of the change; a change process requires vigilance, constant reevaluation and refinement; staff development is crucial in a change process; and if a district wants new thinking, then new people must help in organization change.
Resource Type
Date Available
Date Copyright
Date Issued
Degree Level
Degree Name
Degree Field
Degree Grantor
Commencement Year
Advisor
Committee Member
Academic Affiliation
Non-Academic Affiliation
Subject
Rights Statement
Peer Reviewed
Language
Digitization Specifications
  • File scanned at 300 ppi (Monochrome) using ScandAll PRO 1.8.1 on a Fi-6770A in PDF format. CVista PdfCompressor 4.0 was used for pdf compression and textual OCR.
Replaces
Additional Information
  • description.provenance : Approved for entry into archive by Patricia Black(patricia.black@oregonstate.edu) on 2012-10-12T19:32:53Z (GMT) No. of bitstreams: 1 HannemanKathleenD1997.pdf: 4942359 bytes, checksum: 4e9c5a1f3b9a0be432635f553948d28b (MD5)
  • description.provenance : Made available in DSpace on 2012-10-12T19:32:53Z (GMT). No. of bitstreams: 1 HannemanKathleenD1997.pdf: 4942359 bytes, checksum: 4e9c5a1f3b9a0be432635f553948d28b (MD5) Previous issue date: 1997-04-01
  • description.provenance : Approved for entry into archive by Patricia Black(patricia.black@oregonstate.edu) on 2012-10-12T19:14:05Z (GMT) No. of bitstreams: 1 HannemanKathleenD1997.pdf: 4942359 bytes, checksum: 4e9c5a1f3b9a0be432635f553948d28b (MD5)
  • description.provenance : Submitted by Kaylee Patterson (kdpscanner@gmail.com) on 2012-10-12T16:14:01Z No. of bitstreams: 1 HannemanKathleenD1997.pdf: 4942359 bytes, checksum: 4e9c5a1f3b9a0be432635f553948d28b (MD5)

Relationships

In Administrative Set:
Last modified: 08/15/2017

Downloadable Content

Download PDF
Citations:

EndNote | Zotero | Mendeley

Items