Structural Analysis of Parameters of School-Based Management on Comparative Theorization

Document Type : Research Paper

Authors

• A Amin Beidokhti
• K Fathi
• S Moradi

Abstract

The major aim of this research is the structural analysis of parameters of school-based management on comparative theorization. In terms of target, the research is functional and in terms of data collection method is descriptive – surveying. The statistical society of the research including 255  persons of  principals and teachers  of the second of high school with trustees who have been serving in the education year of 94-95 in the city of Tehran that based on Krejcie and Morgan table were chosen by simple random sampling of 148 them (119 teachers and 29 principals). In this study, a questionnaire containing 28 statements has been used. In this study for understanding the questions, the questionnaire distributed among a number of thematic experts (such as consultants and supervisors as well as a number of education experts). After applying experts' comments and points of views, the final edition of the questioner was done respectively. The validity of the scale is obtained by Cronbach's alpha coefficient method (0/87). The method of research is structural pattern. In order to analyze the data by structural equation modeling LISREL software was used. The results of structural equation analysis showed that among the components such as organizational commitment with path (0/89), responsibility with path (0/86), in participation with Path coefficient (0/78), decentralization with Path coefficient (0/73) and organizational culture with Path coefficient (0.69) have the greatest impact on the implementation of school-based management in their schools of Tehran respectively. The results of this research could pave the way for practitioners and planners in the Ministry of Education to implement the successful school-based management system in Iran's schools. The proposed model has a goodness-of-fit.

Keywords

• School-based management
• decentralization
• Participation
• organizational culture and organizational commitment

20.1001.1.20086369.1396.8.29.2.6

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