ABSTRACT
The argument for the privatization of public schools is based on the premise that such institutions must be allowed to work as cohesive units, united behind the school’s mission and to its participants. Market-driven schools are given more authority in defining their mission and empower their participants to be responsible in keeping the school accountable. In addition, privatization means that schools must run like a business that entails planning, setting specific goals and objectives, measuring performance, linking costs to results and evaluating the school’s intent. Privatization creates an environment where there is a strong organizational culture based on collaborative decision-making. The intent of this chapter is to examine the nature of privatization and its effect on each school’s organizational structure. Independent schools are arranged to create a participatory management that allows school participants to have a voice in defining the school’s goals. Each school’s market driven responsiveness leads to greater accountability, and a commitment to remain innovative and accountable.
