USE OF POWER OF SCHOOL ADMINISTRATORS FOR ORGANIZATIONAL CHANGES: A CASE STUDY OF ROYAL AWARD SCHOOLS UNDER KRABI PRIMARY EDUCATIONAL SERVICE AREAS

Abstract

The objectives of this research article were to: 1) examine administrators’ intentions for organizational change management and 2) use of power for organizational change management of 10 school administrators from Ban Saladan School, Ban Koh Lanta Yai School, Ban Ao Luek School 1, Ban Ao Luek School 2 and Ban Lam Thap School (Pseudonyms). The participants were recruited by using a purposive sampling technique. This research tool used in the study was a semi-structured interview protocol and validated by judgement of three experts for its congruence with the research objectives as well as its language appropriateness. The researchers collected the data via face-to-face in-depth interviews. The grounded theory technique was used for data analysis. The trustworthiness of the study was promoted by using rapport and prolonged engagement in the fields. The results showed that the intentions for organizational change management of school administrators included 1) building quality of people for future human resource empowerment 2) building a good reputation for organization 3) responding to community and customers’ expectations 4) developing teachers to become lifelong learners 5) developing educational institutions as a learning center and the center of the community and other intentions included maintaining the status quo of schools and for not to be merged with other schools. This study also founded that use of power of administrators for organizational change management included 1) participatory power, 2) individual power and 3) integrated power.