Organisational Theory

Cultural reform in schools is generated from the school's defined vision with sustainable, distributed leadership that emphasizes an open system of organisation. Bennett (2001) and Hargraves & Fink (2003) identify the importance of the process in determining sustainable continuous leadership. The collective leadership of all staff creates an interdependence that requires commitment and communication. Sustainable management is about collaboration and creating an open style of communication - it's about commitment to relationships that are central to the vision - student learning.

Bennett (2001, p. 100) identifies that elements of mechanistic organisational systems are necessary in education management, as established policies and procedures are essential to elements of 'quality control', although they too remain dynamic to evolve with change.

Overcoming institutionalised practices is a challenge when creating dynamic change. But first one must understand and address the structures, cultures and powers that exist within the educational setting. Bennett (2001, p. 120) states "... successful school improvement intervention will generate staff commitment to actions that are designed to promote greater effectiveness..[and]..identify action points in both structural and cultural terms that will make movement possible." "Successful leadership is sustainable leadership" (Hargreaves & Fink (2003, p. 700).