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100	1		_aBatakji, Amani Mohamad Salim _gMaster
245	1	4	_aThe changing school : a qualitative exploration of the changes in structure and culture of a mixed gender K-12 private school in Lebanon
260			_aBeirut _bAmerican University of Beirut - Faculty of Arts and Sciences - Department of Education _c2002
300			_a127 pages
500			_aالنوع : Mémoire
520	3		_aCultural studies as a research approach is highly encouraged recently due to its comprehensive capacity for studying schools. Educational researchers are calling for adapting administrative theories to fit the individual settings of each organization. Culture being a distinctive feature that characterizes each organization or school and gives it its special identity is a useful tool to study those settings to explore their dynamics while paying attention to their individual characteristics. With those particularities in mind, researchers came to realize that change solutions cannot be--generalized across settings, and culture is a key to study the change dynamics, manipulate them, and improve them.--The purpose of this study was to explore the early emerging changes in culture initiated by the arrival of a new principal to a school that had an established identity and status for the past century. The change plan was intended to revive the glory of the school under the direction of one of its old graduates, the current principal, to retain its elevated academic status. The data for the study were collected using qualitative techniques including field observations and interviews while playing the roles of a participant and non-participant observer over a period of two years. The data, analyzed--using the analytic induction method, revealed the existence of a powerful old culture that slowed down the intended changes. The leadership behavior of the principal showed that she was a visionary leader who built the guiding lines of the project, yet needed to work intensively in the school to follow up on and assess the changes to speed up the process of change and overcome the resistance of the old timers. The old timers on the other hand, viewed this change as unnecessary, and needed more clarification, encouragement, and follow up on the details from the principal.
650		4	_aClimat scolaire
650		4	_aMixité Scolaire
650		4	_aPrivate sector General education
650		4	_aSchool Climate
650		4	_aSchool Mix
650		4	_aSecteur Privé Enseignement générale
650		4	_aالاختلاط المدرسي
650		4	_aالتعليم الخاص التعليم العام
650		4	_aالمناخ المدرسي
856			_uhttp://library.aub.edu.lb/search~S1?/X%28education+and+department%29&Da=1999&Db=2016&SORT=D&m=y&m=z/X%28education+and+department%29&Da=1999&Db=2016&SORT=D&m=y&m=z&SUBKEY=%28education+and+department%29/251%2C316%2C316%2CB/frameset&FF=X%28education+and+depa
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