HUMAN PROBLEMS IN ADMINISTRATIVE CHANGE: A NEW ZEALAND CASE STUDY

JOHN M. BARRINGTON (Senior Lecturer in Education at Victoria University of Wellington, New Zealand. He holds the degrees of B.A. (Canterbury), M.A. and Ph.D. (Victoria). Dr. Barrington was awarded a Nuffield Travelling Fellowship in the Humanities during 1972–73)
JOHN L. EWING (Executive Director of the Commonwealth Council for Educational Administration which has its headquarters on the campus of the University of New England. He was previously at Victoria University of Wellington)

Journal of Educational Administration

ISSN: 0957-8234

Publication date: 1 January 1973

Abstract

Decisions on changes in administration are as old as recorded history if we may judge from the example to be found in Exodus in which Jethro persuaded Moses to delegate some of his responsibilities so that he would not “wear away”. But the study of such decisions with the idea of deriving principles which may conceivably guide the behaviour of administrators is comparatively recent. For the student of educational administration a case study of the events and influences surrounding a particular administrative act, which can be examined and discussed, so that the springs of action are defined and assessed, offers material for such study. With these thoughts in mind, the authors of this paper have analysed the circumstances that led to the governmental decision to transfer the administrative control of the separate group of Maori primary schools in New Zealand from the central Department of Education to the regional education boards. The mode of decision also raises questions and issues that may be instructive in the study of administrative change.

Citation

BARRINGTON, J. and EWING, J. (1973), "HUMAN PROBLEMS IN ADMINISTRATIVE CHANGE: A NEW ZEALAND CASE STUDY", Journal of Educational Administration, Vol. 11 No. 1, pp. 88-95. https://doi.org/10.1108/eb009690

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MCB UP Ltd

Copyright © 1973, MCB UP Limited

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