ENTREPRENEURSHIP AND CHANGE IN THE PUBLIC SECTOR: THE GARIBALDI SCHOOL

In 1989 a new head teacher was appointed to the Garibaldi School in Mansfield. Even before taking up his new position, he was aware of the need for changes — the school had a bad reputation locally, the staff were unmotivated and the finance available through local authority funding was not sufficient to provide the quality of education he would wish. He developed a three and a five year plan incorporating a change of internal culture, the organisational structure, the perceived value of Garibaldi to all its stakeholders, the quality of educational experience for the youngsters and means of generating revenue for the school. The case looks at cultural change, flattening of hierarchies, the ‘bobbing cork’ organisational archetype, the entrepreneurial strategic management system, the marketing of the school and the hugely successful raising of finance, £56,000 in 1992. By early 1993 the objectives of the initial forward plans had all been met and even surpassed whilst the new head teacher had become recognised by many — including the awarders of the title ‘East Midlands Company of the Year 1992’ — as a successful entrepreneur. But can such entrepreneurial activities coexist with the values and ethics society impresses on the educators of our children? Can such innovatory management and leadership be sustained over time without cost to the effective operation of the institution, educating children?