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Critics of public organizations have charged them with rigidity, insensitivity to public needs, inefficiency, and other faults. The charges are not new, but the surge of urban political activism during the 1960s gave a sense of urgency to demands for organizational change. Marcus Foster and the Oakland Public Schools examines an urban political executive’s efforts to meet those demands. In an attempt to reform education bureaucracy, Marcus Foster—former superintendent of schools in Oakland, California—introduced a three-part program of community participation, decentralization, and budgeting. Each component responded to a specific criticism of bureaucracies, and each was strongly supported by students of organizations. The most successful changes were those for which the superintendent controlled the requisite resources, enabling Foster to initiate community involvement and determine its procedures. But where change required existing bureaucratic units to relinquish some of their resources, Foster’s success was more limited. It was not, however, the control of resources by others but the unbridgeable gap between theory and application that burdened efforts to reform budgeting. Jesse J. McCorry shows how the common notion that organizational change is thwarted by bureaucratic recalcitrance and inertia is oversimplified. Broadening analytic perspectives reveals that some bureaucratic reforms, along with their objectives, are beyond the limits of what even the most effective leadership can achieve. This title is part of UC Press's Voices Revived program, which commemorates University of California Press’s mission to seek out and cultivate the brightest minds and give them voice, reach, and impact. Drawing on a backlist dating to 1893, Voices Revived makes high-quality, peer-reviewed scholarship accessible once again using print-on-demand technology. This title was originally published in 1978.
As media reports declare crisis after crisis in public education, Americans find themselves hotly debating educational inequalities that seem to violate their nation's ideals. Why does success in school track so closely with race and socioeconomic status? How to end these apparent achievement gaps? In the Crossfire brings historical perspective to these debates by tracing the life and work of Marcus Foster, an African American educator who struggled to reform urban schools in the 1960s and early 1970s. As a teacher, principal, and superintendent—first in his native Philadelphia and eventually in Oakland, California—Foster made success stories of urban schools and children whom others had dismissed as hopeless, only to be assassinated in 1973 by the previously unknown Symbionese Liberation Army in a bizarre protest against an allegedly racist school system. Foster's story encapsulates larger social changes in the decades after World War II: the great black migration from South to North, the civil rights movement, the decline of American cities, and the ever-increasing emphasis on education as a ticket to success. Well before the accountability agenda of the No Child Left Behind Act or the rise of charter schools, Americans came into sharp conflict over urban educational failure, with some blaming the schools and others pointing to conditions in homes and neighborhoods. By focusing on an educator who worked in the trenches and had a reputation for bridging divisions, In the Crossfire sheds new light on the continuing ideological debates over race, poverty, and achievement. Foster charted a course between the extremes of demanding too little and expecting too much of schools as agents of opportunity in America. He called for accountability not only from educators but also from families, taxpayers, and political and economic institutions. His effort to mobilize multiple constituencies was a key to his success—and a lesson for educators and policymakers who would take aim at achievement gaps without addressing the full range of school and nonschool factors that create them.