So far, we have been considering four dimensions that affect all organizational systems, including school systems: the culture of the external environment, the culture of the internal environment, leadership, and strategy. In this chapter, we will consider the structure, the way these four dimensions fit together in the system to produce results. The structure determines how informal and formal interactions among people in the external and internal school environments influence instructional coordination, provision of services, methods of improvement, and administrative functions, including allocation of assets. In other words, the structure controls how schools conduct their business. The end results of that business—either real, measurable results or perceived results—can either enhance or threaten the cultural and individual visions of good schools and classrooms.
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