In today's world, school-based management(SBM)facing a loss of authority is becoming a common phenomenon. This article examines the school-based management reforms, which were instituted in Chicago in 1988 and subsequently underwent needed changes in 1995. After describing the development and the problems of recent Chicago school reforms, some conclusions can be drawn: 1.School-based management alone is not enough to make improvements happem in all schools. 2.The primary theoretical basis of the Chicago School Reform lies in the examination of the affected school and in a participatory management. 3.Whether it is strategic management, or a balanced form of governing, school reform requires some combination of bottom-up and top-down governing. 4.To ensure that all schools arre affected, accountability is likely to be an essential component. 5.Chicago Public Schools implemented a policy designed to end social promotion and to raise awareness of academic achievement. Although the impact of this policy has been controversial, it had a positive effect as well. 6.LSC members are legally obliged to take mandatory training; if they do not complete this training they are subject to expulsion. 7.Chicago is a school system, which holds principals, teachers and students accountable for their actions. School principles play a major role. 8.In order for schools to improve, teachers must have expectations of their students. Staff must have the opportunity and the resources to adopt reform strategies that will result in a significant improvement, and the capacities of the teachers must be enhanced. 9.Academic standards have been raised and made uniform. The promotion of social status has been abolished. Education experts predicted these changes would lead to an increase in the dropout rate. However, student attendance, achievement and overall student behavior all improved significantly.