1.4 Theories of educational management  (Page 11/29)

The current climate . . . encourages headteachers to be powerful and, if necessary, manipulative leadersin order to ensure that policies and practices agreed upon are ones that they can wholeheartedly support and defend. (p. 448)

Is collegiality an unattainable ideal?

Collegial models contribute several important concepts to the theory of educational management. Participativeapproaches are a necessary antidote to the rigid hierarchical assumptions of the formal models. However, collegial perspectivesunderestimate the official authority of the principal and present bland assumptions of consensus, which often cannot besubstantiated. Little (1990)following substantial research in the United States, concludes that collegiality“turns out to be rare”(p.187). Collegiality is an elusive ideal but a measure of participation is essential if schools are to be harmonious andcreative organisations.

Political Models

Central features of political models

Political models embrace those theories that characterize decision-making as a bargaining process. Analysisfocuses on the distribution of power and influence in organizations and on the bargaining and negotiation between interest groups.Conflict is regarded as endemic within organizations and management is directed towards the regulation of political behaviour (Bush,2003):

Political models assume that in organizations policy and decisions emerge through a process of negotiation andbargaining. Interest groups develop and form alliances in pursuit of particular policy objectives. Conflict is viewed as a naturalphenomenon and power accrues to dominant coalitions rather than being the preserve of formal leaders. (p. 89)

Baldridge’s (1971) research in universities in the U.S. led him to conclude that the political model, rather thanthe formal or collegial perspectives, best captured the realitiesof life in higher education.

Political models have the following major features:

1.They tend to focus on group activity rather than the institution as a whole. Ball (1987) refers to“baronial politics”(p. 221) and discusses the nature of conflict between the leaders of subgroups. He adds that conflict between“barons”is primarily about resources and power.

2.Political models are concerned with interests and interest groups. Individuals are thought to have avariety of interests that they pursue within the organization. In talking about“interests,”we are talking about pre-dispositions embracing goals, values, desires, expectations, and otherorientations and inclinations that lead a person to act in one way rather than another (Morgan, 1997, p. 61).

3.Political models stress the prevalence of conflict in organizations. Interest groups pursue their independentobjectives, which may contrast sharply with the aims of other subunits within the institution and lead to conflict between them.“Conflict will always be present in organisations . . . its source rests in some perceived or real divergence of interests”(Morgan, 1997, p. 167).

4.Political models assume that the goals of organizations are unstable, ambiguous and contested. Individuals,interest groups and coalitions have their own purposes and act towards their achievement. Goals may be disputed and then become asignificant element in the conflict between groups (Bolman&Deal, 1991):