The Organizational Theory Of The Rancho Solano Private Schools

1820 Words 8 Pages
Change in our communities, businesses and education is inevitable. Education of our youth has predominantly been provided by our government along with non-profit and profit private schools, which co-exist within our educational system. Since 1954, the Bayer and Freesmeyer’s families have owned and operated a group of non-profit schools, known as the Rancho Solano Private Schools (RSPS). In 2007, RSPS was sold to the Meritas International Family of Schools, a for profit Illinois-based organization, (Oke, 2011). The mission of the organization was to broaden the curriculum at Rancho Solano along with the original nine schools, operated by the Meritas organization by incorporating an international focus in the curriculum. Thus, in pursuit of this …show more content…
Mernard applied any number of time tested organizational theories to the situation she and the administrators faced. An organizational theory under the classical approach called Administrative principles should have been implemented. Administrative principles were founded by Henri Fayol, executive, scholar, and author of the book Administration Industrielle et Générale. Fayol believed that an organization should have “Foresight: To complete a plan of action for the future” and “Control: To make sure things happen according to plan and to take necessary corrective action”, (Oke, 2011, p. 22). Clearly, neither of these principles were applied because the closing announcement gave little to no preparation for parents to make a clear and sound decision for the education of their children. Elton Mayo from Harvard, brought about another theory, the Hawthorne Studies, under Human Resource Approaches. Although, many studies were disappointingly inconclusive, one such area showed the overwhelmingly important principle, “that people would restrict their out-put to avoid the displeasure of the group”, (Oke, 2011, p. 25). According to Oke (2011), this meant that crowds could have solid harmful, as well as encouraging impacts on individual output. Had Dr. Mernard recognized this, she would have involved the parents earlier along and at a further level into the decision-making process and not left them in the dark as to the future of RSPS. Lastly, contingency thinking, a modern management approach, is another way Dr. Mernard could have used to effectively manage the problem at hand. (Oke, 2011, p. 22). Instead, the contingency view according to Oke (2011), tries to aid supervisors in comprehending situational variances and reply to them in suitable techniques. Whereas, the unfortunate circumstances that the parents and children from RSPS faced

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