| Abstract [eng] |
Summary The theoretical analysis of the activity of basic education schools acting under the conditions of reforms has been carried out in this research. The obstacles of the realization of reforms and the decrease of the resistance for changes have been presented. The following hypothesis: it is expected that the struggle of the directors in decreasing resistance for changes in basic education schools are resulted by the personal features of teachers has been approved. The desirable changes in schools will be intensively established, successively managed and will give results if their agents – teachers wish to change and accept the directions of changes. If most of teachers would agree with the necessity for changes and think that reforms are meaningful, the directors then would attain less resistance in implementing changes at schools, and the results would be approximate for those expected. 100 directors from various basic education schools in Lithuania had participated in this research (kindergartens, primary schools, secondary schools and gymnasiums). The research was performed in 2008-2009. The most important findings of this research: 1. Teachers at present usually resist reforms in schools because of their personal features. Among those features of teacher directors name the threat of uncertainty, fear of risk, narrow approach toward the problem, failure to identify problems, failure to get ready for future changes, the lack of competences and the sense of traditions. 2. The directors understand that successful leader of changes must also provide as much information as possible on the potential results. The successful leader of changes, in their opinion, is the leader who has already implemented several successful reforms. 3. In order to evaluate manager characteristics while implementing reforms and decreasing the resistance for changes, most of directors use the model of “participating”; this means that directors involve their employees into the planning and implementation of changes. |
