Leading change within the school in the health crisis

Abstract

change to ensure educational continuity.

This article aims to evaluate organizations, especially Moroccan school’s ones, capability to undergo the change is the time of the health crisis.

The organization have got their conception of management going on a static model that lead, with the evolution force of the society, to a dynamic model where the change permits the flexibility and adaptability facing different hazards of national and international contexts of the society.

The Moroccan school lays in the middle of this dynamic where the transition to a distance learning mode imposed by the health crisis lead the Ministry of Education to introduce the information and communication technology to maintain the pedagogic continuity.

In this research, we have opted for a scientific approach based on documentary analysis. To proceed, we had recourse to the David Autissier et Jean-Michel Moutot (2003) model, which reflects the management of the changing process, in order to see whether those changes meet the standards of the model.

According to the results obtained from this model, it appears that the actors at the school level and the families have expressed their commitment to contribute to change; and at the same time, they showed some satisfaction with the management of the crisis by this ministry. In contrast, the reluctance and lack of training on Information and Communication Technologies (ICT) of certain actors and the difficulties tied to the lack of Information Technology Resources (IT) have limited the culmination of this change.

Key words: Change; Health crisis Covid-19; School; E-learning; ICT.

JEL Classification: I21, I28

Paper type : Theoretical Research