敎育行政의 寄生倂發症勢 및 學校風土의 組織健康에 대한 分析 = An Analysis on the Dependency Syndromes of Educational Administration and the Organization Health.
저자
발행기관
학술지명
권호사항
발행연도
1977
작성언어
Korean
KDC
370.000
자료형태
학술저널
수록면
63-101(39쪽)
제공처
소장기관
It is probably an exaggeration to say that the recent developments in educational administration constitute a revolution, but it is no exaggeration to say that the last or two decades have witnessed profound changes which seem to forecast more extensive developments in the near future. Much of the "new" in educational administration involves new knowledge which leads to new insights into administrative behavior with consequent hope for increasing the professional capability of school administrators to meet the challenges that lie ahead in our education. Some refer to the "revolution" in educational administration while others speak of a "new ferment" in it and still others discuss the status qo educational administration.
The refore, it is almost impossible today to maintain a school in status quo forces for change in our society are so powerful and so pervasive that remaining static is nearly impossible.
The chief school administrators, who constitutes the kernel parts of a school with teachers, and pupils, are in a unique position to block or facilitate the initiation of change. In another word, "a change in the school labeled as an innovation is in their grips. Kurt Lewin and his associates have contributed another significant theory concerning interpersonal behavior in organizations which is generally the approach that is widely associated with "group dynamics." Lewin posited that important determinants of organizational behaviors are (1) the characteristics of the individual, (2) the characteristics of the group, and (3) the cultural norms. Together, these determinants form a field of forces which change the climate and effectiveness of the organization to be discussed here. The development of the social systems view of organizational behavior-beginning with Mayo and Roethlisberger's Western Electric researches in the 1930's and continuing through the work of Getzels in the late 1950's-has underscored the intimate interrelationship between the individual person and the organization and has pointed up the importance of role in the organization. And Lewin's stress on the importance of the individual's participation in decisions which affect him has aided the development of a concept with which names such as Argyri's immoturity-maturity theory McGregor's Theory, Y. X and theory, Maslow's hierarchy of needs theory, and Herzberg's motivation-hygiene theory. are associated. Essentially, this concept is that organizational behavior is strongly affected by the administrator's influence and the need for the individual to control himself. Thus, the trend is not only away from the arbitrary, coercive, autocratic exercise of power, but toward more effective, personal involvement-as reflected in organizational behavior.
There is obviously a quid pro quo relationship between the role-player and the organization, the maintenance of which can be thought of as a state of equilibrium between the needs of the organization (nomothetic) and those of the individual. As long as this state of equilibrium exists, the relationship will presumably be satisfactory, enduring, and relatively productive.
Lonsdale explains three useful terms-(1) Homoeostasis, (2) Feedback, and (3) Entropy as an indicator of the state of equilibrium existing between the organization and its external environment.
Warren Bennis also provides a succinct listing of the "human problems confronting contemporary organization-(1) Integration, (2) Social influence, (3) Collaboration, (4) Adaptation, and (5) revitalization.
Chris Argyris uses the concept of organizational effectiveness similarly to Miles and Benni's use of organizational health. Argyris contends that organization effectiveness hinges on an organizations's ability to accomplish three essentials-(1) Achieve its goals. (2) Maintain itself internally, and (3) Adapt to its environment. Miles uses 10 dimensions to describe organization health as followings-(1) Goal focus. (2) Communication adequacy, (3) Optimal power equalization. (4) Resources utilization. (5) cohesiveness, (6) Morale, (7) Autonomy, (8) Innovativeness, (9) Adaptation, and (10) problem-solving adequacy.
This researcher tried to overhaul the organizational climate and health of korean school by the use of the above-mentioned dimensions of organizational heath listed by Miles.
Accordingly, The most important possible concern focus is that we should deal with matters such as leadership, organizational climate, decision making, change in an organizational setting confronting our school. and etc. In the future school organization will undoubtedly be needed, staffed, and organized around a "climate of beliefs with regard to effective human behavior in organizations which will make the more responsive both to internal and external pressures. This climate of beliefs, or system of values, will include the following, as described by Bennis:
1. Full and free communication, regardless of rank and power.
2. Reliance on consensus, rather than on the more customary forms of coercion or compromise, to resolve conflict.
3. The idea that influence is based o technical competence and knowledge, rather than on the vagaries of personal whim or prerogatives of power.
4. An atmosphere that permits and even encourages emotional expression, as well as task-oriented acts.
5. A basically human bias, one which accepts the inevitability of conflict between the organization and the individual, but which is at the same time willing to consider such conflicts on rational grounds.
Taking these viewpoints into account let us take a look at our beliefs to which the adherents of the "new" in educational administration would tend to subcribe:
1) Administration is comprised of specialized knowledge skills, and understandings which are different from the activities being administered.
2) The practice of administration, in the new sense, is based on a realistic view of organizations as they actually exist.
3) the scientific foundations of the "new administration" are in the behavioral science.
4) Change is ineluctable in educational administration, and innovation is urgently needed.
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