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首页> 外文期刊>Leadership and Policy in Schools >Promoting Excellence: Good to Great, NYC's District 2, and the Case of a High-Performing School District
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Promoting Excellence: Good to Great, NYC's District 2, and the Case of a High-Performing School District

机译：促进卓越：纽约市第2区从优秀到优秀，以及高性能学区的案例

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摘要

This paper compares two celebrated studies—New York City Community School District 2 (Elmore & Burney, 1999), and Good to Great (Collins, 2001), which examined sustained success in American corporations—to the case of a single high-performing school district. The question of interest concerns how school districts achieve and maintain high performance. The study focuses on five central issues from a combined theory from District 2 and Good to Great: 1) An organizationwide disciplined system that provides boundaries for participants but allows for creativity and innovation within those boundaries; 2) a central defined organizational focus that drives day-to-day decisions and is separate from an organization's vision and mission; 3) getting the right people into the organization through innovative hiring and training practices; 4) funneling budgetary resources to district priorities through multipocket budgeting; and 5) a long-term commitment to success through continuous improvement while maintaining a focus on the current challenges facing the organization.
机译：本文将两项著名的研究进行了比较：纽约市社区学区2区（Elmore＆Burney，1999年）和Good to Great（Collins，2001年），它们研究了美国公司的持续成功与单个高绩效学校的情况。区。感兴趣的问题涉及学区如何实现和保持高性能。这项研究集中于从第2区和从优秀到优秀的综合理论中的五个核心问题：1）一个组织范围内的纪律系统，为参与者提供界限，但允许在这些界限内进行创造和创新； 2）集中定义的组织重点，可推动日常决策，并与组织的愿景和使命分开； 3）通过创新的聘用和培训实践，使合适的人进入组织； 4）通过多口袋预算将预算资源分配给地区优先事项； 5）通过持续改进取得成功的长期承诺，同时关注于组织当前面临的挑战。

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