Michael J. Salmonowicz

Key Decisions of a First-year 'Turnaround' Principal

This article examines the decisions made by one principal in her first year as a school turnaround specialist in a low-performing urban elementary school. Researchers focused on decisions related to the principal’s three high-priority concerns: (1) elimination of an ineffective instructional program; (2) creation of a culture of teacher accountability; and (3) development of an effective reading program. Forty-nine decisions were identified and organized into five categories—performance, policy, program, process, and personnel decisions. The study concludes with a discussion of what principals need to know in order to make the kinds of decisions required of a ‘turnaround’ principal.

Turning Around Maple Shade Middle School A Principal’s Initial Reform Efforts

This case was written for use in courses dealing with school administration, specifically those related to organizational change, school improvement/turnaround, and the principalship. It explores a veteran principal’s first year as a “turnaround specialist” in a low-performing middle school, where she works with a sense of urgency to achieve an increase in student achievement. Students reading the case should assume the role of the principal as they analyze and reflect on changes made during year one and determine a course of action for year two.

James Madison High A School at the Crossroads

This case tells the story of James Madison High School, which became the epicenter of a debate over the future reorganization and control of large secondary schools in the Los Angeles Unified School District (LAUSD). The LAUSD, recently taken over by the newly elected mayor, was fighting for control of this 3,000-student high school with a charter school company. Both entities offered plans for restructuring James Madison, which amid this larger debate was dealing with racial tension and poor academic performance. Students must analyze the political climate and determine how the schools new principal should approach the situation and what actions should be taken.

Grades and Graduation An Ethical Dilemma

This case was written for use in courses dealing with school administration, philosophy of education, or ethics in educational leadership. It deals with the ethical dilemma of an assistant principal at a low-performing, urban high school. Caught between a principal and a teacher who have different views on plagiarism, the assistant principal must decide whether to bring to light allegations of illegal grade-changes for two students that could threaten their status as high school graduates. Students reading the case should assume the role of the assistant principal and, considering the perspectives of the opposing parties, resolve the situation in an ethical manner.

Scott O'Neill and Lincoln Elementary School Preventing a Slide From Good to Worse

This case was developed for use in courses on the study of organizations, with a focus on school administration and supervision. It focuses on the challenges—most notably, changing demographics and a resistant faculty—faced by a new principal whose school has a record of success but is in danger of sliding into mediocrity. Varied data are presented about the school and its students, the district, and the community. Students must analyze the data and begin to develop a plan for working in a new leadership role to improve instruction, student performance, and school culture.