Two heads one tale : a study of the merger of two independent preparatory schools
Two heads one tale : a study of the merger of two independent preparatory schools
This study sets out to investigate the impact of the merger of two preparatory schools. Specifically it examines the management, implementation and fallout with a view to using this as a model for future practice.
Its methodological approach is that of a single case study using a technique developed by Hargreaves (1995), in the Cambridge Manual of Research Techniques – Mapping Change in Schools, one to one interviews and a thorough review of the documentation surrounding it.
It begins by considering the characteristics which constitute a typical independent preparatory school and the apparent lack of research in this area. From this it undertakes an extensive literature review of previous research into organisational and school culture, corporate mergers and the management of change.
The main conclusions from the study are that while economic and political factors impact on the future stability of independent schools, they do not constitute the only reasons to merge. Competition for a share of the market has never been keener and preparatory schools have become more business orientated. School culture is shown to be less crucial as a consideration in forward planning for merger, than critical appraisal of personnel who will carry forward this change.
Finally, recommendations are made for future research in the independent preparatory school, such as, communication and leadership skills, governance and planning for change in the field of the management of school mergers.
University of Southampton
Pointon, Sally
1b171315-db5d-43ec-9933-2e81eb5dbc1f
2005
Pointon, Sally
1b171315-db5d-43ec-9933-2e81eb5dbc1f
Pointon, Sally
(2005)
Two heads one tale : a study of the merger of two independent preparatory schools.
University of Southampton, Doctoral Thesis.
Record type:
Thesis
(Doctoral)
Abstract
This study sets out to investigate the impact of the merger of two preparatory schools. Specifically it examines the management, implementation and fallout with a view to using this as a model for future practice.
Its methodological approach is that of a single case study using a technique developed by Hargreaves (1995), in the Cambridge Manual of Research Techniques – Mapping Change in Schools, one to one interviews and a thorough review of the documentation surrounding it.
It begins by considering the characteristics which constitute a typical independent preparatory school and the apparent lack of research in this area. From this it undertakes an extensive literature review of previous research into organisational and school culture, corporate mergers and the management of change.
The main conclusions from the study are that while economic and political factors impact on the future stability of independent schools, they do not constitute the only reasons to merge. Competition for a share of the market has never been keener and preparatory schools have become more business orientated. School culture is shown to be less crucial as a consideration in forward planning for merger, than critical appraisal of personnel who will carry forward this change.
Finally, recommendations are made for future research in the independent preparatory school, such as, communication and leadership skills, governance and planning for change in the field of the management of school mergers.
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Published date: 2005
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Local EPrints ID: 465710
URI: http://eprints.soton.ac.uk/id/eprint/465710
PURE UUID: 435b3066-ddfe-4cd3-9d37-627b1fb40f56
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Date deposited: 05 Jul 2022 02:41
Last modified: 16 Mar 2024 20:20
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Author:
Sally Pointon
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