Improving Schools Through School‐Based Management: An Examination of the Process of Change∗

Abstract

Data from twenty‐two case studies of schools in four North American school districts are examined to assess the process and outcomes of reform through school‐based management (SBM). The analysis is guided by a theoretical model that describes the process through which SBM can lead to school improvement. This model suggests that the formal change in governance reflected in a shift to SBM must first generate improvements in the decision making processes utilized at the school. Better decision making will enable schools to implement needed strategic and operational changes, and these together will help build an effective school culture. An improved culture, along with the strategic and operational reforms implemented at the school, will lead to changes in the behavior of staff members, which is necessary for there to be improvement in various outcomes that serve as indicators of school quality. The analysis of the case studies indicates that schools in our sample most frequently exhibited positive changes in two areas, namely, decision making processes and school culture. Strategic and operational changes were less likely to undergo positive change, as were individual behavior and school quality. However, the overall pattern of findings provides reasonable support for the general validity of the model. Furthermore, the data from this sample of schools suggest that SBM has considerable potential to elicit positive changes in schools. To help insure that such potential is realized, the findings indicate that school leaders must insure that all constituents have an opportunity to participate in school level decisions, that a vision regarding desired outcomes should be utilized to guide the implementation of strategic and operational changes, and that the process of change should be monitored in order to better identify problem areas and allow corrective action to be taken.

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