Four faces of educational organizations

This article attempts to explore the presumed distinctive character of educational organizations. This is done by explicating and proposing an integration of four organizational models. The models are called: the rational-, the political-, the social system-, and the anarchistic model, respectively. A basic assumption is that the models represent four complementary dimensions of organizations, rather than four mutually exclusive alternatives. A typology is outlined, indicating a set of conditions under which the four dimensions are assumed to be differently salient. In conclusion, it is argued that educational organizations may be conceived of as involving an interplay of four dimensions characterized by the keywords: truth (the rational dimension), trust (the social dimension), power (the political dimension), and foolishness (the anarchistic dimension).

[1]  David Braybrooke,et al.  A Strategy of Decision, Policy Evaluation as a Social Process. , 1964 .

[2]  O. Holsti,et al.  Essence of Decision: Explaining the Cuban Missile Crisis , 1972 .

[3]  R. Schmuck Organization development in schools , 1970 .

[4]  W. Bennis,et al.  The Social Psychology of Organizations , 1966 .

[5]  O. Banks The sociology of education , 1969 .

[6]  J. March Bounded rationality, ambiguity, and the engineering of choice , 1978 .

[7]  S. Sarason Revisiting "The culture of the school and the problem of change" , 1971 .

[8]  J. K. Benson,et al.  Innovation and Crisis in Organizational Analysis , 1976 .

[9]  K. Weick The social psychology of organizing , 1969 .

[10]  A. Pettigrew The politics of organizational decision-making , 1973 .

[11]  J. March Footnotes To Organizational Change , 1980 .

[12]  James D. Thompson Organizations in Action , 1967 .

[13]  M. Shubik,et al.  A Behavioral Theory of the Firm. , 1964 .

[14]  C. Lindblom THE SCIENCE OF MUDDLING THROUGH , 1959 .

[15]  P. Halmos,et al.  The teacher, the school and the task of management , 1974 .

[16]  Fred Katz,et al.  The School as a Complex Social Organization: A CONSIDERATION OF PATTERNS OF AUTONOMY , 1964 .

[17]  J. Victor Baldridge,et al.  Power and conflict in the university , 1971 .

[18]  Michael X Cohen,et al.  A Garbage Can Model of Organizational Choice. , 1972 .

[19]  Marshall W. Meyer,et al.  Power in Organizations. , 1982 .

[20]  J. Pfeffer,et al.  Organizational Decision Making as a Political Process: The Case of a UniversityBudget. , 1974 .

[21]  Michael X Cohen Leadership and ambiguity: the American college president, , 1974 .

[22]  Johan P. Olsen,et al.  Ambiguity and choice in organizations , 1976 .

[23]  Graham Allison,et al.  Essence of Decision: Explaining the Cuban Missile Crisis , 1972 .

[24]  Petro Georgiou,et al.  The Goal Paradigm and Notes Towards a Counter Paradigm , 1973 .

[25]  Joseph B. Giacquinta,et al.  Implementing organizational innovations : a sociological analysis of planned educational change , 1971 .

[26]  C. Argyris,et al.  Learning From Changing: Organizational Diagnosis and Development , 1975 .

[27]  K. Weick Educational organizations as loosely coupled systems , 1976, Gestión y Estrategia.

[28]  M. Miles,et al.  Organization Development in Schools: The State of the Art , 1980 .

[29]  E. Johnsen Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s. , 1964 .

[30]  Gunnar Berg Skolan som organisation : en analys av skolans organisatoriska struktur i ett förändringsperspektiv : slutrapport från SÖ-projektet "Modeller för lokal utvecklingsplanering och utvärdering" (projekt 6041) , 1981 .