Organisational learning: building the future of a school

Davies, Brent; Ellison, Linda

doi:10.1108/09513540110383809

Cited by 6 publications

(3 citation statements)

References 3 publications

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“…The nature of strategic planning that prevailed in the study school can largely be attributed to the stakeholders’ understanding of the concept of strategic planning. For example, it was apparent that some of the stakeholders understood strategic planning as it is widely understood elsewhere, as seen in the literature (Davies et al, 2001; Bell, 2002; Pevzner, 2006; Eacott, 2008). This was particularly the case among those who were actively involved in strategic planning in the school such as the teachers and school leaders.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

Collaborative strategic planning

Mbugua¹,

Rarieya

2013

Educational Management Administration & Leadership

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The concept and practice of strategic planning, while entrenched in educational institutions in the West, is just catching on in Kenya. While literature emphasizes the importance of collaborative strategic planning, it does not indicate the challenges presented by collaboratively engaging in strategic planning. This article reports on findings of a study of how one Kenyan secondary school engaged in strategic planning. The study aimed to find out how the various stakeholders in the school are involved in strategic planning. The study adopted a qualitative case study approach. Data were collected through semi-structured interviews and document analysis. Findings show that, although the school stakeholders were involved in different ways in the strategic planning process, the school did not achieve a collaborative strategic plan because the stakeholders approached the process disjointedly. In addition, lack of knowledge about what strategic planning constitutes rendered some of the stakeholders passive participants. Findings illustrate that strategic planning is a concept and process that is challenging for school stakeholders and hence, for contexts similar to the one in which the study took place, there is need for sensitization and training of school stakeholders on the strategic planning process in order to build capacity for schools to reap benefits from it.

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Section: Discussion Of Findingsmentioning

confidence: 99%

Collaborative strategic planning

Mbugua¹,

Rarieya

2013

Educational Management Administration & Leadership

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“…Organisational learning principles have been found to be useful for developing schools in a number of nations (see e.g. Davies and Ellison, 2001;Johnston and Caldwell, 2001). Consequently, this framework ought to be useful for a wide variety of schools as well as for other organisations.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

Organisational learning for school quality and health

Lagrosen

Lagrosen²

2012

Intl Jnl of Educational Mgt

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Purpose -The purpose of this paper is to shed light upon the connections between quality management, employee health and organisational learning in a school setting. Design/methodology/approach -The study is based on a quantitative survey. Items measuring health status and values of quality management were included in a questionnaire addressed to teachers in a random sample of 20 schools. The items were checked for reliability with Cronbach's alpha tests and the correlation was measured with Pearson's correlation test. Findings -The Cronbach's alpha tests showed that the reliability of all the indices measured was sufficient. Moreover, correlations were found between all the indices of quality management values and the health index. This indicates that the health status of the school employees is related to the level of adoption of the quality management values. A framework depicting the findings from an organisational learning perspective is proposed.Research limitations/implications -The study strengthens the knowledge of the connections between quality management and health. The study was carried out in Sweden and the possibilities for generalising the findings to other countries are not certain. In addition, the relevance of the study for other organisations than schools remains unproven. A discussion regarding the possibilities of generalising the findings is included. Practical implications -The findings and the proposed framework are helpful for improving school quality and employee health in schools. Social implications -Improved school quality is important for society as a whole. Originality/value -Previous research has indicated links between quality management and health in industrial manufacturing. This is the first study to explore this link in the school sector. Furthermore, the connections to organisational learning represent a novel approach.

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“…Successfully moving to take responsibility for the whole strategy development process, unlike simply fulfilling the requirements to complete a short-term development, plan requires considerable level of organisational learning and maturity (Davies and Ellison, 2001). Strategic intent has been stated to be one of the effective strategies to achieve organisational objectives.…”

Section: Part 1: Conceptual Issuesmentioning

confidence: 99%

Strategic Management with Reference to a Real Life Example

Hasan¹

2021

BJPA

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Compared to the past, survival in this highly competitive global village is much more dzflcult for any organisations now-a-days. Formulation and implementation of realistic, flexible andsustainable strategy can contribute a lot to the survival as well as the development of an organisation. In fact strategy is the mechanism to reach a long term goal. it can take place at various levels i.e. corporate, business etc. An effective strategy must accommodate various issues such as technology, finance, marketing, customers' choice and so on. Marks & Spencec an internationally renowned business entity has become an example of formulating and implementing strategies successfully and thus reversing its decaying market share. In this article, firstly, attempts will be made to critically analyse the various issues relating to strategic management. In the secondpart those issues will be elaborated in light of the strategies applied by Marks & Spencer that led to the regaining of their shrinking market share.

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Organisational learning: building the future of a school

Cited by 6 publications

References 3 publications

Collaborative strategic planning

Collaborative strategic planning

Organisational learning for school quality and health

Strategic Management with Reference to a Real Life Example

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