Management by site‐based teams: a statistical approach

Abstract

Statement of problemEducation reform legislation has provided the opportunity for parents, community and school staff to engage in school improvement. Teams comprised of administrators, teachers, parents, and staff (and students when age appropriate) drive the site based management shared decision making approach to restructure education. In Massachusetts and Kentucky, School Governance Councils are hallmarks of the legislation. The teams are provided various names and varying degrees of decision making power to improve education depending on legislative act (Massachusetts Education Reform Act, 1993; Kentucky Education Reform Act, 1990).Working as a team is very complex and requires training for the participants in order for the team to work well together and to thrive. Factors and variables for team building can be considered in a well thought out introductory plan supported by superintendent, school committee (school board) and administration. Understanding the importance of these variables to team function must be the consideration of school district leadership.Teams are entrusted with responsibilities for special education and education reform. The teams require evaluation from superintendents of schools and other central office administrators. These administrators must be aware of their responsibilities to the team as support, supervisors and evaluators. They must be able to recognize activities of a functioning team and must understand how to help a team that is not functioning.

A case study into operational team‐working within a UK hospital

“…They also found a link in effective organisations between conflict resolution processes adopted between differentiated groups; that conflict was dealt with transparently and by assent. These conflict management practices were the glue that held differentiated units together (Bamford and Daniels, 2005;Predmore et al, 2003). The evidence of this research (see Table II, key area four: team conflict management; Table III, conflict resolution; and subsequent discussion groups) is that whilst operational conflict resolution is well handled within uni-professional groups, inter-professional conflict management is at a very embryonic stage.…”

“…One of the potential benefits of the fluidity of boundary definition is that it makes it relatively easy for new definitions to be negotiated and operational change to be exercised (see Table II, key area two: team values-membership and boundaries). Set against this, the hospital may not be realising the full benefit of operational team-working described in the literature (Senior and Swailes, 2004;Castka et al, 2003;Predmore et al, 2003;Wilkinson et al, 2001;Gunasekaran et al, 2000). One of the dilemmas for team-based organisations, is that the strength and cohesiveness of a team can become a source of dysfunctionality if "group think" (Janis, 1982) sets in, or the psychological processes of identification and representation described by Hayes (2002) become barriers to the rest of the organisation.…”

“…The evidence of multi-disciplinary operational team-working was limited (see Table II, key area one: team formation). Rather, as Predmore et al (2003) and Donnellon (1996) suggest, groups of professional co-workers were working alongside one another. Amongst the teams in this research, the medical firm (team 5) included a matron with responsibility for a number of wards and support clinicians (therapists, pharmacists and specialist nurses).…”

“…Identifying factors and variables for team building to bring good team function should incorporate elements of accountability. Predmore et al (2003) investigated public schools in the USA and recognised that such factors and variables were a basis for sound leadership decisions. Incorporating representatives of stakeholder groups, having reasoned discussion among representatives of stakeholders to uncover workable plans all went a considerable way towards building defined operational accountability.…”

Sesgos presentes en la toma de decisiones de los gerentes y equipos gerenciales en Lima, Perú

“…Podemos también señalar que la influencia del ámbito geográfico y cultural no ha sido acotada, como es el caso del presente estudio, con excepción de dos trabajos que hacen referencia a la influencia del reciente pasado histórico, Parks (2003) y al lugar de residencia, Predmore (2003). En el caso específico del Perú y menos aún en el caso de Lima, no se han encontrado estudios previos.…”