An Exploratory Study of the Relationship between Organizational Strategy and Performance among Californias Largest Unified School DistrictsReport as inadecuate




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The purpose of this study was to understand the nature of the relationship between organizational strategy and district performance among California's largest unified school districts. Organizational strategy was measured using planned and realized strategies (independent variables). Realized strategy is also referred to strategic orientation. Organizational strategy was determined using a questionnaire that included items about strategic plan implementation (intended strategy) and four self-typing paragraphs measuring realized strategy or strategic orientation. District performance was measured using three performance indicators as proxies for operational efficiency, product quality and program equity (dependent variables). The percentage of students in each district receiving free or reduced price lunch, proxy for student socioeconomic background was used as a covariate. The data was analyzed using multivariate analysis of variance (MANOVA). Results show that 75% of the district indicated implementing a current strategic plan. Districts appeared more or less evenly divided among four strategy types: prospector, defender, analyzer and reactor, with the latter two accounting for 54% of all respondents. Prospector strategy is oriented toward innovation across programs while defender strategy emphasizes maintenance and efficiency of programs. Analyzer strategy is oriented toward the maintenance of existing effective programs while seeking or developing innovative programs to serve unmet needs. Districts characterized by reactor strategy lack any consistent approach to meeting student needs and tend to respond only to external pressure. The independent variables taken together significantly explained 69% of the variance in operational efficiency and 49% of the variance in product quality. With respect to program equity, the model's result approached significance, explaining 25% of the variance. The results show that organizational strategy is an important construct for superintendents and top administrators to consider in their effort to create an effective and accountable school district. Appended are: (1) School District Strategy Survey 2004; (2) Invitation to Participate; and (3) SPSS--Multivariate Analysis of Variance Output. (Contains 12 tables and 2 figures.) [Ed.D. Dissertation, California State University, Fresno; University of California, Davis.]

Descriptors: Program Effectiveness, Student Needs, Socioeconomic Status, Strategic Planning, School Districts, Multivariate Analysis, Academic Achievement, Organizational Effectiveness





Author: Abode, Philip Sanmi

Source: https://eric.ed.gov/?q=a&ft=on&ff1=dtySince_1992&pg=6009&id=ED490036







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