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Competing values, organizational eff...

Franceschini, Louis A., III.

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Competing values, organizational effectiveness, and Comprehensive School Reform: An exploratory study.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Competing values, organizational effectiveness, and Comprehensive School Reform: An exploratory study./
作者:	Franceschini, Louis A., III.
面頁冊數:	270 p.
附註:	Source: Dissertation Abstracts International, Volume: 65-06, Section: A, page: 2171.
Contained By:	Dissertation Abstracts International65-06A.
標題:	Education, Tests and Measurements. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3137788
ISBN:	0496849588

Competing values, organizational effectiveness, and Comprehensive School Reform: An exploratory study.
Franceschini, Louis A., III.

Competing values, organizational effectiveness, and Comprehensive School Reform: An exploratory study. - 270 p.

Source: Dissertation Abstracts International, Volume: 65-06, Section: A, page: 2171.

Thesis (Ph.D.)--The University of Memphis, 2004.

A product of the educational restructuring movement, Comprehensive School Reform (CSR) aims at school-level, second-order change and calls for the development of a congenial operating environment so that such change might be sustained and the notion of the "highly effective school" brought to scale. Although the effective schools literature has served as the lens through which CSR has been studied, a number of researchers have asserted that paradigmatically newer views of organizational development might better articulate the reform's dynamics. To this end, this study applies to CSR an exemplar of the new paradigm---the Competing Values Framework (CVF)---using it as a source of common criteria for comparing the perceived effectiveness of seven CSR models and determining what impact two characteristics of the rater---specifically, her or his race/ethnicity and years of experience with the model---might have on such perceptions.

ISBN: 0496849588Subjects--Topical Terms:

1017589
Education, Tests and Measurements.

Competing values, organizational effectiveness, and Comprehensive School Reform: An exploratory study.
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245 1 0 $a Competing values, organizational effectiveness, and Comprehensive School Reform: An exploratory study.
300 $a 270 p.
500 $a Source: Dissertation Abstracts International, Volume: 65-06, Section: A, page: 2171.
500 $a Major Professor: John C. Smart.
502 $a Thesis (Ph.D.)--The University of Memphis, 2004.
520 $a A product of the educational restructuring movement, Comprehensive School Reform (CSR) aims at school-level, second-order change and calls for the development of a congenial operating environment so that such change might be sustained and the notion of the "highly effective school" brought to scale. Although the effective schools literature has served as the lens through which CSR has been studied, a number of researchers have asserted that paradigmatically newer views of organizational development might better articulate the reform's dynamics. To this end, this study applies to CSR an exemplar of the new paradigm---the Competing Values Framework (CVF)---using it as a source of common criteria for comparing the perceived effectiveness of seven CSR models and determining what impact two characteristics of the rater---specifically, her or his race/ethnicity and years of experience with the model---might have on such perceptions.
520 $a Originally developed as part of a summative evaluation of the Memphis Restructuring Initiative, the 40-item questionnaire employed in this study sought to measure the extent to which schools' implementation of their chosen CSR models had addressed the eight CVF effectiveness criteria encompassed by the framework's four management approaches or "quadrants." Although the questionnaire was administered at more than 150 schools, several sources of implementation noise called for limiting the sample to 34 elementary schools where some quality control over model selection and adoption procedures had been clearly exercised. When a principal components analysis of the responses was run (N = 746), the resulting three-factor solution appeared to be congruent not only with three themes linking the CVF quadrants (i.e., the organization as an "open-ended" entity, as a "rationally-deployed" tool, and as an ecology replete with "natural" resources) but also with three lines of political discourse about restructuring. Computing factor scores from these components and subsequently using these scores as the dependent variables in a 7 x 2 x 2 MANOVA revealed statistically significant multivariate differences in perceived effectiveness by the model rated, the race/ethnicity of the respondent, and the interaction of these two independent variables.
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