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Published by: Darden Business Publishing
Originally published in: 2010
Version: 30 August 2010
Length: 8 pages
Data source: Published sources

Abstract

This is the second of a three-case series. In the superintendent's B case, Moran is aware that Greer did not meet AYP benchmarks-indeed, the test scores were worse than the year before. The school did not post improvement in Reading scores for its disadvantaged students. There had been a change in No Child Left Behind (NCLB) policy: Instead of mandating school choice after a second year of failure, the policy allowed for supplemental education services (tutoring) without cost to families, which increased the amount of money the school district committed to Greer. There was a lot of pressure from senior staff at central office to avoid choice, but others with experience in at-risk schools in other counties advised going to choice and then doing benchmark testing. Faced with offering supplemental services or offering parents a choice, Moran considered letting Landahl decide. This case has been taught in an executive education school turnaround program for district administrators and principals. It could also be used in a first-year MBA leadership and organizational behavior course as an introduction on creating value through people-management and design.
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Abstract

This is the second of a three-case series. In the superintendent's B case, Moran is aware that Greer did not meet AYP benchmarks-indeed, the test scores were worse than the year before. The school did not post improvement in Reading scores for its disadvantaged students. There had been a change in No Child Left Behind (NCLB) policy: Instead of mandating school choice after a second year of failure, the policy allowed for supplemental education services (tutoring) without cost to families, which increased the amount of money the school district committed to Greer. There was a lot of pressure from senior staff at central office to avoid choice, but others with experience in at-risk schools in other counties advised going to choice and then doing benchmark testing. Faced with offering supplemental services or offering parents a choice, Moran considered letting Landahl decide. This case has been taught in an executive education school turnaround program for district administrators and principals. It could also be used in a first-year MBA leadership and organizational behavior course as an introduction on creating value through people-management and design.

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