Academic journal article Kuram ve Uygulamada Egitim Bilimleri

The Level of Ability to Adopt and Apply Organizational Democracy to Primary Schools According to Perceptions of Teachers and Administrators

Academic journal article Kuram ve Uygulamada Egitim Bilimleri

The Level of Ability to Adopt and Apply Organizational Democracy to Primary Schools According to Perceptions of Teachers and Administrators

Article excerpt


In this study, the level of ability to adopt and apply organizational democracy by teachers and administrators in primary schools are examined. The primary schools in Van have been classified in terms of sub, mid and upper socio-economic levels and 486 teachers and 71 administrators who work at the public primary schools which are randomly chosen have been taken to the sample. In this study, the "Organizational Democracy Scale" which was prepared by Seker was used as data collection tool. The data were interpreted by using SPSS software. Non-parametric tests were applied due to the non-normal distribution according to the Kolmogoroy Sminoy Test which has been examined over total score. In variables consisting two categories Mann Whitney-U test, in variables consisting more than two categories Kuruskal test and for determination of differences between variables, Mann Whitney-U test was used. As a result of study, it has been concluded that managers and teachers in primary schools have adopted organizational democracy but have reasonable view about practicability of organizational democracy.

Key Words

Democracy, Organizational Democracy, Localization, Subsidiarity, Agree with the Decision.

As a significant concept for the success of social organizations (Prah, 2007), democracy has gained more importance in the current century because of the vast and rapid changes (Erdogan, 2002). In democracy, equality before the law, and opposing views and thoughts could also be existed besides freedom of thought and faith (Sönmez, 2008). In the historical development of democracy, the European community has witnessed feudal system, absolute monarchy and parliamentary system, respectively (Ertan, 2009). As for Turkey, footprints of democracy appeared during Charter of Alliance in the beginnings of 1800s and followed with the Turkish Constitution of 1961(Uygun, 1996). In the 21st century, the concept of democracy has begun to change (Kabasakal, 2002). Those changes have also been effective in the public field. The traditional public administration was considered to be inadequate (Haktankaçmaz, 2008) and democratic mechanisms are suggested as a need for performances of services in public life (Saran, 1998). Such suggestions have been ranked in the education services as one of those ones.

Intended results have not been reached yet despite the reforms in education services in Turkey. The most significant reasons could be stipulated as; centralized authorities, frequent changes in top managements (Atasayar, 2005), lack of participation as the basis of democracy (Beyazit, 2006) and nonexecution of the subsidiarity which causes changes in many aspects on organizations and becomes an essential part of management (Ergül, 2006). These issues point some basic necessities such as centralization versus localization, centralization versus decentralization, participation in decision instead of centralized authorities, and subsidiarity. It is possible to apply these evolutions only when organizational democracy required in organizational operations (Vredenburgh & Brender, 1993), is practiced in institutions (Seker, 2010).

Organizational democracy stands for agreement with participation of members in a collective organization or in phases of management (Yazdani, 2009). In other words, it contains that seniors should share their authorities with the juniors, key partners must be included during the decision making and these employees must be authorized in order to provide them a more convenient atmosphere for their works (cited in Korman, 1977; Basaran, 1998). Namely it will be possible with localization, subsidiarity and all workers' participation to the decision.

Localization means the transference of administrative authorities owned by the management into other organizations (Mahmutoglu, 2005). Subsidiarity means giving authorization to juniors by their seniors on their own jobs (Atasayar, 2005; Berberoglu, 2004; Ilgar, 2000; Rodoplu, 2009) and thus a junior gets responsibility with a great freedom of action (Tortop, 1994). …

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