Does the SMI affect Organizational Culture?
Although the prevailing literature on change has pinpointed that a successful change should be oriented towards changing the organizational culture, its difficulty is acknowledged at the same time. From what is presented above, change brought about by the SMI is very limited in scope and depth. Even with the full-scale top-down push from the central, change measured is minimal. The most important of them all is that change is not seen at classroom level; whether the so-called organizational change is really change or not depends indeed on people. If the frontline people, i.e. the teachers, do not change, and benefits on the clients, i.e. the pupils, are not seen, then how can we say that it is a successful school change? If we relate the change just described to the culture in the previous chapter, it is quite obvious that these minor changes do not alter even slightly the culture of the school. Change brought forth by documentation and meetings is apparently limited. Although some tea
