Analyzing Problems in Schools and School Systems: A Theoretical Approach

By Alan Kibbe Gaynor | Go to book overview

Subject Index

A
Analysis, see Problem analysis
Authority, charismatic, 40

B
Bureaucracy
and legal domination, 40
characteristics of, 41
dangers of, 40, 42, 54
dominance of, 42
dehumanizing potential of, 54
principles of, 40-41
tension between nornothetic and idiographic dimensions of, 54
the nine elements of, 43-49
Bureaucratic official, attributes and position of, 41
Bureaucratic theory, 39-52, see also Bureaucracy
as a framework for analysis, 42-49
place in the literature, 39
Burrell and Morgan's meta-framework, 95-107
application of for analysis, 100-102
decision analysis using, 101-102
dimensions of, 98-99
four paradigms of, 99-100
intellectual background of, 96-98

C
Case examples, see Examples, case
Causal analysis, 24-29, see also Theoretical analysis
essentially qualitative in nature, 35
and "characterizing," 24-25
and diverse actors and groups, 25
and selective patterning, 25
and personal experience, 24
Causal-loop diagramming, and modeling problem systems, 9n
Causes of problems, see Problems, causes of
Change, organizational, see Systems thinking
Communication, in leadership theory, 90-91
Communication channels, in political systems theory, 78-79
Conceptual frameworks, 26-29, see also Frames; Theoretical analysis
and fit with the problem, 27-28
definition of, 26-27
driving the causal analysis, 29
Conclusions, drawing of, 30-32
across theoretical analyses, 32
from information collected, 31-32
Constituencies, political, see Political constituencies
Continuous organization, in bureaucratic theory, 43
Contractual relationships, in bureaucratic theory, 49
Culture, organizational, in social systems theory, 56-58; see also Subculture

D
Decision analysis, using Burrell and Morgan's meta-framework, examples of, 223-265
based on the functionalist paradigm, 229-230
based on the interpretive paradigm, 230-232
based on the radical-humanist paradigm, 233-234
based on the radical-structuralist paradigm, 232-233
description of the decision and decisional process, 223-228, 237-246
recommendations, 234-235, 255-264

-295-

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