Independent Field Development Kits of Educational Managers:Learned Lessons from In-Depth Research

Document Type : Research Paper

Authors

• Mohamad Reza Ahanchian ¹
• zohre khajoueinejad ²

¹ Faculty of Education and Psychology, Ferdowsi university of Mashhad

² Department of leadership and educational administration, the faculty of education and phycology, SBU University of Tehran

10.30495/jedu.2023.28810.5777

Abstract

Abstract

There are many efforts for managers’ training and development, when these efforts did not achieved the goals for various reasons, one of their most crucial is not seeing the cultural context. The aim of this study was to identify the field-based learning development of educational administrators in accordance with the dominant cultural characteristics in schools, by applying a qualitative approach. The research field was the high schools in Tehran and the participants were 20 principals and teachers who considered as main source of findings through in-depth interviews. Data analysis performed based on triple open, axial and selective coding. In whole it was found that cultural characteristics of the field of study were identified in two major bodies: "participatory" (democratic) and hierarchical or "supremacist" (bureaucratic). After analyzing the findings from the field of research based on research, in the field of democratic domination, 20 themes, 46 categories and 102 concepts and in the field of bureaucratic domination, 12 themes, 27 categories and 70 concepts were recognized. The general findings showed that school is in need of a culture or context prone to the development of a democratic view in which partnership with external stakeholders is extremely important but is currently neglected, so that the supposed achievements of it can add unparalleled capacity to the position and practice of educational administration. On the other hand, the prevailing field of bureaucratic view, which was very prevalent in the field of research, has provided a platform for weakening the position of educational administration and has led to a decrease in trust between teachers, administrators and students and each other. The dominance of a democratic or bureaucratic context influence the perception and development plan of educational administrators. The marginal findings of study was formulated in the form of lessons learned from each of two situations in which there was a participatory or supremacist board in the school with an emphasis on the effect it has on the development of educational administrators.

Keywords: managers development, organizational culture; democratic/ bureaucratic, educational organizations.

Keywords

• managers development"
• organizational culture
• democratic/ bureaucratic"
• "
• educational organizations"

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