The Personal Change of The Manager - Core of the Organizational Change

Abstract

The school organizations in Romania are confronted with the continuous perspective of change by reference to the legislative changes, to those at the level of the educational paradigm, but also at the social level. The present paper aims at a historical and evolutionary recovery of the concept of change in the school organization, with emphasis on identifying strategies and techniques for managing the process of developing and changing the manager, taking into consideration his professional competences and his personal abilities, considered as core and trigger agent for effective change in the organization. Personal change involves dynamics, which implies personal development, becoming, training. In order to complete the process of personal change of a school manager it takes a long time, of involvement in one's own development in order to trigger induce support the change of the school organization. In order to adopt the most appropriate organizational strategy (maintaining/restricting/developing or diversifying the organization), the manager must constantly evaluate his own abilities/competencies, to value those that bring performance to his organization. The methodology consisted in the rigorous analysis of the specialized literature and the empirical research, instrumented by a survey based on a questionnaire applied to the managers of 15 early education organizations in Dâmboviţa county. The main conclusions from the study focus on the process of becoming a manager, with an emphasis on the triggering moment of his personal change, transposed into behaviors that will have implications for the culture of his organization.