ERIC Number: ED233449
Record Type: RIE
Publication Date: 1982-Aug
Reference Count: 0
Two Paradoxes in Managing Decline: Comprehensive Planning and Participation.
Berger, Michael A.
Previous management research supports the view that comprehensive planning and participative decision-making are important factors in reducing community opposition to educational policies. To investigate the possibility that neither of these strategies necessarily has this effect, a survey was undertaken of 53 school districts that had experienced declining enrollment over a 10-year period beginning in 1970-71. Following data collection by means of closed-ended questionnaires called checklists, a least-squares regression analysis was conducted of all variables, including community opposition, planning comprehensiveness, consultant involvement, teacher involvement, and community involvement. Results, as revealed in three statistical tables, indicate that, contrary to what might have been expected, comprehensive planning may actually increase rather than decrease opposition in conditions of decline where less systematic, shorter term planning might be more effective. Similarly, although increased participation generally leads to less opposition, in times of retrenchment only teacher involvement tends to decrease resistance. Under such conditions, the increased involvement of outside consultants and the community at large may have no impact on efforts to reduce opposition. (JBM)
Descriptors: Administrative Principles, Declining Enrollment, Educational Cooperation, Educational Planning, Educational Research, Elementary Secondary Education, Long Range Planning, Master Plans, Participative Decision Making, Policy Formation, Questionnaires, Regression (Statistics), Retrenchment, School Community Relationship, School Districts, Teacher Role
Publication Type: Reports - Research; Speeches/Meeting Papers
Education Level: N/A
Audience: Researchers; Practitioners; Policymakers
Sponsor: National Inst. of Education (ED), Washington, DC.
Authoring Institution: N/A
Note: Not available in paper copy due to illegibility of original document. This paper won the "1982 Best Paper Award" in the Public Sector Division of the Academy of Management at its Annual Meeting (New York, NY, August 1982). For related documents, see EA 015 726 and EA 015 872-877.