Research article    |    Open Access
International Journal on New Trends in Education and Their Implications 2012, Vol. 3(2) 142-150

Democratic Practices in School Management and Ceocracy

Ramazan YIRCI

pp. 142 - 150

Publish Date: June 30, 2012  |   Single/Total View: 0/0   |   Single/Total Download: 0/0


Abstract

CEO, who is in the top-level administrator position of an organization, has the greatest responsibility in the organization's success or failure. Likewise, it is a common belief that the school's success or failure depends on the effectiveness of the school principal. Ceocracy was a kind of democratic administration form in the ancient Greek city states. In this type of administration all the citizens of the ancient Greek city states could participate directly and actively in governance. This administration form was applied successfully in the city states and application of democratic principles in life satisfied the citizens. The success of the school administrators in a sense depends on the implementation of democratic principles in management. The purpose of this study is to give a general framework about ceocracy as a management approach that is based on people’s actively participation in the decision making process, and to discuss on how to use ceocracy in educational organizations. In the light of the reviewed literature, it is clear that ceocracy can be used in the management of educational organizations.

Keywords: Ceocracy, School management, Democracy, Democratic leader


How to Cite this Article?

APA 7th edition
YIRCI, R. (2012). Democratic Practices in School Management and Ceocracy. International Journal on New Trends in Education and Their Implications, 3(2), 142-150.

Harvard
YIRCI, R. (2012). Democratic Practices in School Management and Ceocracy. International Journal on New Trends in Education and Their Implications, 3(2), pp. 142-150.

Chicago 16th edition
YIRCI, Ramazan (2012). "Democratic Practices in School Management and Ceocracy". International Journal on New Trends in Education and Their Implications 3 (2):142-150.