Now in its Second Edition, The School Superintendent: Theory, Practice, and Cases provides reflective summaries, pertinent questions, and case studies at the end of each chapter to encourage the reader to engage in reflection by linking content with personal experiences. The text provides a comprehensive analysis of the evolution of the school district superintendent position and a blend of theory and practical knowledge pertaining to contemporary practice.
Chapter 3: Conditions of Practice
Conditions of Practice
Key Facets of the Chapter
- New philosophical perspective on education
- An evolving social landscape
- Dissatisfaction with public education
- Expecting public schools to do more with less
- Status of local school districts
- Organizational resistance to change
Organizational change can be initiated internally or externally. That is to say, it can emanate from persons within the organization or from persons outside the organization. In the case of public elementary and secondary education, the impetus to refashion organizational structure or operations has been predominately external; most significant changes that have occurred in districts and schools have been imposed, typically by legislation or legal decisions. Consider the following examples of such external interventions:
- Federal legislation—laws affecting all public institutions (e.g., the Civil Rights Act) and laws ...