Patterns of Managing Secondary Schools under Reforms: Sociological Analysis Experience

Nail Farkhatdinov, Nadezhda Evstigneeva, Dmitry Kurakin and Valeriya Malik
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Nail Farkhatdinov: http://www.hse.ru/en/staff/farkhatdinov
Valeriya Malik: http://www.hse.ru/en/org/persons/83547249

Voprosy obrazovaniya / Educational Studies Moscow, 2015, issue 2, 196-219

Abstract: Nail Farkhatdinov - Ph.D., Senior Researcher, Centre for Fundamental Sociology, Institute for Theoretical and Historical Studies in the Humanities, National Research University-Higher School of Economics. Email: nfarkhatdinov@hse.ruNadezhda Evstigneeva - Independent Researcher. Email: nadeva@mail.ru Dmitry Kurakin - Candidate of Sciences in Sociology, Director, Center for Cultural Sociology and Anthropology of Education, Institute of Education, National Research University-Higher School of Economics. Email: dukurakin@hse.ruValeriya Malik - Leading Expert, Center for Cultural Sociology and Anthropology of Education, Institute of Education, National Research University-Higher School Of Economics.Email: vmalik@hse.ruAddress: 20 Myasnitskaya str., 101000, Moscow, Russian Federation.The article provides results of a sociological study of management patterns applied to secondary schools in modern Russia. Focus groups with school principals were organized in eight pilot regions of Russia in October-November 2014. The project aimed at constructing a typology of management patterns, which we regard as a configuration of relations associated with teaching process management. Four basic patterns were singled out: authoritarian manager, democratic manager, authoritarian leader and democratic leader. They were built together following the merge of two criteria: delegation regimes, i. e. steady patterns of interrelation between principals and other subjects and agents of management, as well as subjectivity of principals, i. e. their ability to independently determine and implement the organization's mission. Each pattern is described based on the example of FGOS (Federal State Educational Standard) introduction in elementary schools. It is demonstrated that the choice of a specific management pattern is determined by a wide range of factors and is situational, i. e. depends on the goal and context of management activities. Potential of the identified management patterns is discussed in terms of efficient implementation of reforms.DOI: 10.17323/1814-9545-2015-2-196-219

Keywords: secondary education institutions; education reforms; management patterns; principal; leadership; delegation of powers; subjectivity (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:nos:voprob:2015:i:2:p:196-219

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