Jane Hannaway

Sponsored by the Consortium for Policy Research in Education Drawing on theoretical models, case studies, and comparative analyses of other sectors and countries, the authors argue that governance reforms are likely to have little impact on what actually happens in schools, and they tell why decentralized structural arrangements alone are unlikely to establish conditions necessary for general improvement in educational practice.

This book is about the inner workings of an administrative system in the public sector, and is a study of what managers actually do. It looks at why they act in the ways they do, what influences their focus of attention, which issues or people within an organization attract them, and which they avoid. Its clarity of style and lack of academic jargon makes it accessible to non-specialists.