Pathology of administrative bureaucracy of the Iranian education organization

Document Type : Research Article

Authors

Department of Educational Management, Faculty of Psychology and Educational Sciences, Semnan University, Semnan, Iran

10.22059/jomc.2023.365636.1008596

Abstract

The purpose of this research was to identify the damage caused by administrative bureaucracy of the Iranian Education Organization. The current research is done in terms of practical purpose and based on phenomenological approach. The statistical population of the research included educational officials and managers who were selected as sample members according to the targeted sampling method of key experts and based on the theoretical saturation technique. A semi-structured interview was used to collect data. In order to identify the harms of administrative bureaucracy, the qualitative method of theme analysis was used in three levels of identifying basic themes, organizing themes and global Themes. The results showed that the harms of administrative bureaucracy in education organizations include 5 global themes of weakening the cohesion of the organizational structure (increasing the complexity of the organization, incidence of administrative corruption, increasing organizational concentration, increasing the volume of irrelevant and invalid information, unfavorable evaluation at the rank and staff levels); Damage and pressure to the interested groups (problems of teachers and administrators, problems of administrative staff, problems of students, problems of parents); Increase in educational injustice (gender discrimination and inequality, inequality and inability to implement compulsory public education, classification of education); Weakening of the scientific position in the country (commercialization of the educational system, politicization of education); Reducing the effectiveness of the education system (heterogeneity of laws and regulations, decline in the quality of educational performance, increase in degree orientation).

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