Unprecedented Changes in the English Education System - Dissertation Example

Furthermore, parents and students should be given more choice and have more power in running schools. The most public manifestation of change has been the move to academy status for several thousand schools and the opening of new free schools. This brings both additional freedoms as well as increased responsibilities for the leadership teams involved. But other changes may prove to be equally far-reaching: a new accountability framework; curriculum, assessment and qualification changes; new performance management arrangements; new funding models; and a fundamental effort to sweep away bureaucracy and free up schools to focus on their own priorities.

Finally, the establishment of a network of Teaching Schools, based upon the principles of Teaching Hospitals, is at the heart of the vision for a self-improving schools system, owned and driven by the schools themselves. Background The study mainly reflects post bureaucracy in the public sector organizations and how the changes have been facilitated. The high modernity concept within the organizations has given way to the period of postmodernity. Large complex organizations are becoming increasingly heterodox and this has emerged as an end to the bureaucracy.

The concept of post bureaucracy can be characterized in terms of hybridity. The post-democratic configuration deals with democratic principles. The transition from the bureaucratic phase to the post-bureaucratic phase included a declining emphasis on the formalised internal organization structure as well as the control mechanisms (Clegg 1990; Hydebrand 1989; Cooke 1990). The organizational transformation has been seen as the reflection of wider economic, social and cultural development involving the rapid changing technology that has also revolutionalized the production techniques (Bozeman 1979; Perry & Rainey 1988).

The competitive pressure linked with the approach towards globalization, huge diversity in the workforce and increasing reliance on knowledgeable workers in the new technology-based industries has resulted in a transition from bureaucracy to post bureaucracy phase (Boyer 1990; Harvey 1989; Lash & Urry 1987). The decline in the concept of bureaucracy is also associated with the changing relationship between an organization and its external environment. Relationships and networks between the organizations have become very important in the present days; as a result, the boundaries of the organizations have reduced, become blurred and are less suitable in this scenario.

The flexibility imperative has driven the organizations in developing their capacity of responding quickly to the changing market environment as well as consumer preference by means of the establishment of a decentralized organizational structure. In order to use efficiently, the knowledge of the workers, higher employee autonomy is needed, which is facilitated by employee participation in the decision making process and united teamwork (Bergquist 1993; de Geus 1997; Micklethwait & Wooldridge 1997).

This would work more effectively rather than centralized planning and controlling processes within an organization (Hughes 1994; Metcalfe & Richards 1992; Osborne & Gaebler 1992). In the context of public sectors, new management methods are adopted as an attempt to (for) overcome the bureaucratic pathology involving inflexibility and inefficiency. Increasing interest is found in new management approaches as they are considered to be much more suitable in the global economic environment. There remains a recognized need or urgency in the public sector organizations for becoming flexible in their communication with the public i.e. the diversified needs and demands of the clients to whom they cater services.