Academic literature on the topic 'School management teams School management and organization Educational leadership Education'
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Journal articles on the topic "School management teams School management and organization Educational leadership Education"
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Benoliel, Pascale, and Anit Somech. "Functional heterogeneity and senior management team effectiveness." Journal of Educational Administration 54, no. 4 (July 4, 2016): 492–512. http://dx.doi.org/10.1108/jea-09-2015-0079.
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Purpose – There has been an increasing trend toward the creation of senior management teams (SMTs) which are characterized by a high degree of functional heterogeneity. Although such teams may create better linkages to information, along with the benefits of functional heterogeneity comes the potential for conflicts that stem from the value differences among subcultures in an organization. These conflicts can adversely affect performance. The purpose of this paper is to examine how school leaders’ activities mediate the relationship of SMT functional heterogeneity to SMT effectiveness (in-role performance and innovation). Design/methodology/approach – Data, which were obtained through a survey, was collected from a sample of 92 schools in Israel. Data were collected from two sources (principals and SMT members) to minimize problems associated with same source and common method bias. Data were aggregated at the team level of analysis. Findings – The results of structural equation model indicated that principal’s internal activities enhanced SMT in-role performance whereas principals’ external activities enhanced SMT innovation. The results also showed that principal’s internal activities are full mediators of the relationship between functional heterogeneity and SMT in-role performance. Originality/value – This study has implications for policies involving the design and implementation of leadership tools to effectively manage SMTs. The results of this study can help principals to establish priorities and allocate their time and resources more effectively, both inward and outward the SMT boundary so as to assist functionally heterogeneous SMTs translating the benefits of functional heterogeneity into significant achievements.
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Sumarto, Sumarto. "PENINGKATAN ASPEK PERENCANAAN UNTUK MEWUJUDKAN SEKOLAH EFEKTIF DALAM LEMBAGA PENDIDIKAN ISLAM." At-Tajdid : Jurnal Pendidikan dan Pemikiran Islam 3, no. 01 (September 17, 2019): 85. http://dx.doi.org/10.24127/att.v3i01.978.
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The future of schools is largely determined by managerial factors one aspect is planning. Small schools will develop significantly when professionally managed. With the same easy management, large schools will grow. Conversely, advanced schools will experience a setback when management is not well managed. If schools neglect management, small schools will close down in the face of multimensional dimensions. Planning patterns in schools that have not been conducive to face the challenges of modernization even need to be changed into planning patterns that are more responsive to the needs of society and the demands of the times. The pattern must lead to activities that involve more and more people in the leadership ranks, to jointly run the wheels of the school organization towards conditions that are advanced and established, both in terms of institutional, educational system, learning process, and quality of students so that they can realize effective school.Keywords: Planning, Effective Schools and Islamic Education Institutions
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Sepulveda, Felipe, and Carolina Aparicio Molina. "Habilidades de liderazgo instruccional de directores y sus equipos de gestión de escuelas de la región del Biobío, Chile: fortalezas y desafíos." Revista de Investigación Educativa 37, no. 2 (June 25, 2019): 487–503. http://dx.doi.org/10.6018/rie.37.2.329861.
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En esta investigación se describen las habilidades de liderazgo con un enfoque instruccional de directores, equipo de gestión y docentes de establecimientos educativos de la región del Biobío, Chile. Se encuestaron a 64 miembros del equipo de gestión y 424 docentes de 17 establecimientos educativos utilizando el instrumento PIMRS. El análisis de datos demostró que no existen diferencias significativas en la valoración de los encuestados en la implementación de las tres dimensiones establecidas en el PIMRS. Sin embargo, se determinó que los docentes presentan diferencias significativas con respecto a los miembros del equipo directivo en término de las tres dimensiones y diez funciones establecidas en el PIMRS. Al comparar la valoración de los equipos directivos y los docentes, las menores brechas se registran en las funciones asociadas a la definición de la misión de la escuela y las mayores brechas se encuentran en las funciones asociadas al fomento de un adecuado clima de aprendizaje escolar. La valoración de las actividades asociadas a la implementación de liderazgo instruccional de los directores y jefes UTP difiere en términos de los énfasis que se otorgan dependiendo de cada cargo. This research describes leadership skills from an instructional approach of school principals, management team and teachers of educational organizations from the Biobío region, Chile. A sample of 64 members of the school management team and 424 teachers were surveyed using the PIMRS instrument. The data analysis showed no significant differences in the assessment of the respondents in the implementation of the three dimensions established in the PIMRS. However, it was determined that teachers have significant differences with respect to the members of the management team in terms of the three dimensions and ten functions established in the PIMRS. When comparing the assessment of the management teams and the teachers, the smallest gaps are found in the functions associated with the definition of the school’s mission and the biggest gaps are found in the functions associated with the promotion of an adequate school learning climate. The evaluation of the activities associated with the implementation of instructional leadership of principals and pedagogical heads differs in terms of the emphasis that is granted depending on each position.
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Anderson, Jane, and Petia Sice. "Evaluating the possibilities and actualities of the learning process." Learning Organization 23, no. 2/3 (April 11, 2016): 94–120. http://dx.doi.org/10.1108/tlo-02-2014-0004.
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Purpose This paper aims to reflect on the opportunities and challenges of the learning process in practice and explores the case of a local authority school Pilot Wellbeing Programme (PWP) intervention. The aim of the PWP was to create the best workplace conditions and circumstances for people to flourish and mature, both individually and collectively. Findings show that the socio-physical environment plays a significant and leading role in supporting this work, as does the consistent modelling of higher level behaviours including integrity, respect and acceptance by intervention managers and school leadership teams. It was also important that the change processes were continually tailored and nuanced to meet the evolving needs of the staff and organisation throughout the intervention. Emphasis was also placed on encouraging individual involvement and commitment by implementing inclusive measures that fostered trust and openness. Design/methodology/approach The intervention worked to the organisational learning process model. Findings Headteachers (HT) are still playing a key role as caregivers to their staff. Wellbeing is something people in school generally expect to be “done” to them. Personal accountability for one’s own health and wellbeing is still a growth area in schools. Any change processes implemented to support this process need to be continually tailored and respectfully nuanced to meet the evolving needs of the staff and organisation throughout the intervention. Accruing quantitative evidence to support the effects of wellbeing work in schools is painstaking and challenging. Practical implications HT have traditionally taken the role of school staff “caregiver”, overseeing staff wellbeing often to the detriment of their own wellbeing. This situation is becoming unsustainable as HT’ capacity for this kind of work is diminishing. School staff need to accept an increasing role in the maintenance of their own personal–professional wellbeing. Social implications School staff who do not mind their own wellbeing act as a poor model to their pupils who may ultimately emulate their behaviour. Additionally, as staff sickness absence due either directly or indirectly to stress becomes a growing issue in schools, educational standards will be increasingly difficult to attain and maintain. Wellbeing mechanisms need to be put in place now to stem this possibility. Originality/value The intervention is unique in as much as it took a deliberately holistic approach to school staff wellbeing by including all school staff in the change programme. Previous similar programmes have targeted professional staff only, excluding non-teaching classroom staff and school support and maintenance staff.
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Aliekperova, N. V. "The development of elective discipline «Leadership in pharmacy» for training master of pharmacy, industrial pharmacy in Ukraine." Farmatsevtychnyi zhurnal, no. 6 (December 9, 2020): 46–55. http://dx.doi.org/10.32352/0367-3057.6.20.05.
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The conditions of modern pharmaceutical market development require leadership at each level that lets not only respond rapidly and efficiently on the changes of the environment but initiate the necessary changes. Leaders as agents of changes can transform people’s values, to motivate and inspire, to form the vision of development of healthcare system and pharmaceutical sector taking into account the principles of system thinking for the provision of population with available, quality and safe pharmaceutical care and the improvement of their life.
The aim of the work is the development of an elective discipline «Leadership in Pharmacy» for training Master of Pharmacy, Industrial Pharmacy.
The literature review based on the data of international and foreign educational standards of higher pharmaceutical education, the current national educational standard, the experience of teaching subjects devoting to leadership in pharmacy both abroad and in Ukraine has been carried out. Such a scientific quantitative method as a survey has been used. 221 students from the School of Pharmacy at Bogomolets National Medical University have taken part in the survey.
The recommendations of the International Pharmaceutical Federation pay attention to the advisability of forming leadership competencies for pharmaceutical workers. The national standards of higher pharmaceutical education in the USA, Great Britain, Australia, Canada include a specific list of leadership competencies. The domestic standard of higher education for getting a Master’s degree in Pharmacy, Industrial Pharmacy includes certain general competencies based on the leadership. Some leadership skills are listed as special competencies and they are reflected in the discipline «Pharmaceutical Management and Marketing». However, a discipline aimed at the complex and systematic formation of leadership competencies is not presented in the working educational plan for training Masters in the field of knowledge «Healthcare» and specialty «Pharmacy». About 70% of the School of Pharmacy students at Bogomolets National Medical University think that the materials devoted to leadership «worth including» to the educational program and 28% of them notice that «rather worth including». According to the students’ opinions, the most interesting leadership topics are traits of leaders aimed at the success, leadership and team, the formation of leadership strategy – 76%, 72% і 70% respectively. The structure of the elective discipline «Leadership in Pharmacy» with an indication of the aim, list of topics, and the desired educational outcomes (competencies) has been presented.
The elective discipline «Leadership in Pharmacy» considering the formation of leadership skills at three successive levels, namely individual, team and organization has been developed. This discipline consists of the following modules: «Foundations of Leadership. Personal Leadership», «Leadership and Collaboration», «Leadership and Organizational Change».
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Cheng, A. H., L. B. Chartier, S. Hawes, S. Vaillancourt, M. McGowan, and K. Dainty. "LO104: A collaborative approach to developing and delivering a multi-modal quality improvement and patient safety curriculum for emergency medicine residents." CJEM 18, S1 (May 2016): S66. http://dx.doi.org/10.1017/cem.2016.141.
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Introduction / Innovation Concept: The 2015 CanMEDS framework requires all Canadian residency programs to increase their focus on Quality Improvement and Patient Safety (QIPS). A survey of the FRCP Emergency Medicine Residency Program Directors in Canada (63% response rate, 8/13) found that 75% (6/8) of programs have QIPS curricula with 84% (5/6) in the form of didactic lectures and 67% (4/6) as resident participation in a local project. Lectures alone do not expose learners to the practicality of conducting a QIPS project, and local resident projects often do not expose learners to the complexities of organization-wide QI initiatives. Furthermore, QI initiatives require working in interdisciplinary teams. We therefore hypothesize that an effective QIPS curriculum will require multiple education methods delivered using a multi-disciplinary lens. Methods: A collaborative longitudinal QIPS curriculum for emergency medicine residents at the University of Toronto (UT) was developed using multiple educational methods by physicians and non-medical QI specialists. The curriculum addresses three levels of QIPS training: Knowledge (lectures in PGY1 and 2), practical skills at the local clinical microsystem level (QI project in PGY3), and practical skills at the organization level (problem solving using the case method in PGY5). Curriculum, Tool, or Material: The lectures are taught by physicians involved in local and organization-wide QI projects and by those in senior management. The PGY3 residents enrol in a co-learning curriculum developed by the Department of Medicine, where residents and faculty conduct a local QI project together. The PGY5 teaching cases were created with management consultants using material from a real hospital QIPS initiative. PGY5s are taught using the case method that places the learner in the role of the organization’s manager who discusses the issues in class and proposes actions. Residents learn about the practicality of their recommendations by discussion with the management consultants, who disclose the case outcomes and review the lessons learned. Conclusion: A longitudinal QIPS curriculum for emergency medicine residents at UT was developed collaboratively. Multiple teaching methods address all three levels of QIPS training. This curriculum represents a novel use of the case method to instruct QIPS project leadership and management outside of the business school setting. Discussions with management consultants provide a different perspective of the real-life challenges of conducting QIPS initiatives.
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Stosich, Elizabeth Leisy, Candice Bocala, and Michelle Forman. "Building coherence for instructional improvement through professional development." Educational Management Administration & Leadership 46, no. 5 (May 29, 2017): 864–80. http://dx.doi.org/10.1177/1741143217711193.
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This study explores how six school leadership teams in a rural district in California responded to professional development (PD) designed to strengthen leadership practices and organizational conditions in schools for improving teaching and learning. Specifically, the PD was intended to address the problem of practice identified by the schools: teachers needed to learn to work in new ways to support students in meeting the Common Core State Standards (CCSS). Researchers used design-based implementation research (DBIR) to understand the connection between the design and implementation of the PD model and the impact on participating schools. Findings suggest that in developing PD programs, three challenges need to be addressed in designing experiences for educators that strengthen their capabilities to lead instructional improvement: maintaining the connection between organizational processes and instructional practice; approaching school leadership team collaboration as joint work; and utilizing a developmental approach to improvement. The article concludes by exploring the potential of DBIR for designing and refining models for school leaders’ professional learning.
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Leechman, Gareth, Norman McCulla, and Laurie Field. "Local school governance and school leadership: practices, processes and pillars." International Journal of Educational Management 33, no. 7 (November 4, 2019): 1641–52. http://dx.doi.org/10.1108/ijem-12-2018-0401.
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Purpose The purpose of this paper is to investigate the processes and relationships between school councils and school leadership teams in the local governance of 18 independent, faith-based schools in New South Wales, Australia. Design/methodology/approach A three-phase, mixed-method research design was used incorporating development of a conceptual framework for local school governance drawn from current literature, face-to face interviews with chairs of school councils and principals, and a subsequent survey of school council members and within-school leadership teams. Findings Noting a lack of research into the practices and processes of school council operations and their interface with school leadership, the study identified five key areas that were seen to be foundational to the effectiveness of local governance. Research limitations/implications The study contributes an Australian perspective to an international need to better understand local governance arrangements in school leadership and management. Practical implications At a practical level, the study provides valuable insights to principals, and to those aspiring to the role, on the nature of the relationship between the school council and school leadership teams. Social implications The study responds to a marked increase internationally in local governance arrangements for schools by way of school councils or boards. Originality/value A review of literature reveals that, somewhat surprisingly, there has been relatively little research undertaken in this key area of leading and managing schools.
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Benoliel, Pascale, and Izhak Berkovich. "There is no “T” in school improvement: the missing team perspective." International Journal of Educational Management 31, no. 7 (September 11, 2017): 922–29. http://dx.doi.org/10.1108/ijem-04-2016-0069.
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Purpose The concept of teams tends to be marginalized in the scholarly discussion of school improvement. The purpose of this paper is to argue that teams play a crucial role in promoting an holistic integration of school operation necessary to support school change. Specifically, the paper outlines the dynamic of effective teams at times of school improvement. Design/methodology/approach The paper presents the concept of teams, elaborates on their central function as a “coupling mechanism,” and describes the reciprocal relations between teams and school change. Findings The paper emphasizes the reciprocal effects of teams and change, suggesting that teams can serve as key change agents in school restructuring processes, specifically when balancing between “coping” and “pushing” forces. Based on the model, effective team leadership and effective school leadership at times of school change are introduced. Practical implications are discussed for school leaders. Originality/value The integration of the concept of teams into the school improvement discourse might assist school leaders to develop processes and procedures that will enable both school teams and schools to react more effectively in times of change and restructuring.
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Van Jaarsveld, Leentjie, P. J. (Kobus) Mentz, and Suria Ellis. "Implementing the Multifactor Leadership Questionnaire (MLQ) in a challenging context." International Journal of Educational Management 33, no. 4 (May 7, 2019): 604–13. http://dx.doi.org/10.1108/ijem-02-2018-0041.
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Purpose An emphasis on school performance is not just a national issue, but must be examined within the global context. Successful leadership is ensured by school leaders’ compliance to a set of basic practices within particular school contexts. The impact of leadership styles on performance, the work environment and job satisfaction is emphasized, while the appropriate leadership style could make teachers more effective in terms of job productivity. The adoption of different leadership styles by school leaders shows positive results with regard to school effectiveness. The purpose of this paper is to describe school leadership styles and the influence the styles have on school performance. Design/methodology/approach A quantitative approach with a post-positive paradigm was followed. A systematic random sample of 72 secondary schools in KwaZulu-Natal, South Africa, was selected. The Cronbach’s α coefficient, statistical significance (p-values) and effect size (d-values) were calculated, and a factor analysis was conducted. Findings The results show a difference between teachers and principals regarding the transformational leadership style. The principals in the high-performing schools were perceived as less passive-avoidant in practice than those in the low-performing schools. A principal manages and leads a school effectively by applying an appropriate leadership style. Research limitations/implications For future research, it will be advisable to make use of a mixed-method design. Although the Multifactor Leadership Questionnaire addressed numerous aspects of leadership and leadership styles, the “voice” of the respondents lacked. Furthermore, more leadership styles could be investigated in different contexts. Practical implications A chosen principal leadership style is not necessarily the best style for this purpose. School principals and teachers interpret leadership styles differently. Communication is therefore important. Social implications The principal leadership style is not always necessarily the teachers’ and learners’ choice. It is important that schools keep up with a constantly changing world. Originality/value If school principals and teachers agree upon a specific leadership style, there may be better collaboration which enhances better academic performance as well as effectiveness regarding schools.
Dissertations / Theses on the topic "School management teams School management and organization Educational leadership Education"
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Hendricks, Clarence Nowellin. "Integrated leadership : a leadership approach for school management teams." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018610.
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School managers currently face major challenges of finding innovative ways to improve the quality of teaching and learning and ultimately student outcomes. This might be because contemporary leadership models promote either requisite curricular expertise or requisite leadership qualities or requisite norms and values which impact notably on teaching and learning. This study examined to which extent School Management Teams (SMT’s) contribute to the quality of teaching and learning when utilizing an integrated leadership approach in primary schools.The extent to which integrated leadership contributes to the quality of teaching and learning is investigated through an exploratory mixed method approach. Case studies in six different schools were conducted through both qualitative and quantitative research methods to obtain data regarding the thirty-six participants’ integrated leadership qualities. Data was gathered through focused group interviews, observations and a questionnaire. The Annual National Assessment results for two consecutive years (2010 and 2011) of grade three and six learners for literacy and numeracy were collected to determine the relationship between integrated leadership and quality teaching and learning and the extent to which integrated leadership impacted on student outcomes.The findings revealed that SMT’s confused integrated leadership with the utilization of qualities from a range of leadership styles each seeking to fit the purpose of an activity, and then claim they are employing an integrated leadership approach. Integrated leadership on the contrary is one leadership model with different qualities and when utilised as a complete package, in a unified manner, has the potential to have a significant impact on the quality of teaching and learning and ultimately student achievement. The findings also indicated that the majority of SMT members are either not utilising integrated leadership or occasionally utilise some of the integrated leadership qualities. This might be one of the main reasons for unsatisfactory academic performance in schools. Integrated leadership thus, when implemented in its totality at all times, possesses all the qualities to have a significant impact on the quality of teaching and learning nationally and internationally.
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Jacobs, Elfean Randall. "Teachers' perceptions whether school management teams contribute towards teacher leadership in primary schools." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/6823.
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Teachers in South African schools are one of the most valuable role players in the execution and implementation of curricular and co-curricular activities. They perform almost every formal and informal task in their daily work to ensure the effectiveness of our schools. Teacher leadership, a relatively new leadership in South African education, which is embedded in a distributed leadership theory, places the emphasis of leadership not only on the principal and the school management team (SMT) but can be located to a wide range of people who work effectively to improve the organisation. The purpose of this study was to determine Post Level (PL) 1 teachers' perceptions of whether the SMT contributes towards teacher leadership in the school. In this case study, through purposive sampling, the researcher made use of one school in a case where a total of 19 teachers participated in the study. The researcher used one instrument to collect data on the PL 1 teachers' perceptions. A set of questionnaires was distributed to elicit responses from PL 1 teachers and the result was analysed by means of themes. Evidence revealed that teachers are not aware of the existence of the new model of teacher leadership. However, findings also revealed that some teachers are ready to perform as leaders. These findings can influence leadership practices, collaboration, improvements in the school, motivation, and job satisfaction, as well as learner performance.
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Maki, D. Michele Baker Paul J. "Learning leadership teams their history, structures, processes, and impact on school improvement in Illinois /." Normal, Ill. Illinois State University, 1999. http://wwwlib.umi.com/cr/ilstu/fullcit?p9942646.
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Thesis (Ph. D.)--Illinois State University, 1999.Title from title page screen, viewed July 24, 2006. Dissertation Committee: Paul J. Baker (chair), Dianne E. Ashby, Donald S. Kachur, Patricia H. Klass. Includes bibliographical references (leaves 276-280) and abstract. Also available in print.
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Malatji, Khashane Stephen. "Self-reflection practices of school-management teams in the Capricorn District : towards a reflective management strategy for South African schools." Thesis, University of Fort Hare, 2016. http://hdl.handle.net/10353/3021.
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The study investigated the self-reflection practices of School Management Teams (SMTs) in the Capricorn District. The purpose of the study was to establish self-reflective practices employed by SMT in performing their management functions, and to suggest a reflective model for the enhancement of SMT performance. The study followed the qualitative approach with a case-study research design. The population consisted of SMTs from primary, secondary and special schools. Purposive sampling was utilised to select 8 Head of Departments from less experienced to more experienced in management positions, while 9 principal and 9 deputy principals were randomly selected. Literature reviewed focused on the aims of self-reflection; the functions of SMT; the strengths and weaknesses of self-reflection; self-reflective practices and enhanced performance; models of school management; challenges in school management; and previous studies on SMT and school management. Henderson’s Ethical Model of Enquiry on reflective practice was used. The theory discusses what characterises reflective practitioners. Data was collected from quest views, individual interviews and focus group interviews. The interpretation and understanding were organised in the form of descriptive accounts. Tape-recorded interviews and data from quest views were transcribed verbatim. After transcribing data a sense of the whole was obtained by reading carefully with understanding, and then summarizing the salient aspects. Themes were identified from the responses and discussed. The study found that SMT members were not fully aware of all of their daily functions and poor reflective practices made it difficult for them to effectively fulfil their management functions. Furthermore, the study revealed that SMT members experienced challenges, such as dealing with unprofessional teachers, poor parental involvement, poor communication, poor infrastructure and lack of resources amd these impacted negatively on their performance. The study provided insights into the practice of self-reflection and how SMT members could become reflective practitioners. A new framework was suggested that SMTs should continuously and critically reflect on their management practices and decisions. The study recommends that SMT be trained and oriented about management functions prior to their appointment in the positions. The study further recommends that SMTs consider self-reflection as part of their daily activities.
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Tyala, Zakunzima. "School management team members' perceptions of their roles in managing Grahamstown secondary schools." Thesis, Rhodes University, 2005. http://hdl.handle.net/10962/d1003644.
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During the apartheid era, that is, before 1994, the education management system in South Africa was fragmented, authoritarian and top-down. Principals were expected to manage schools on their own without consulting the rest of the staff. The birth of political democracy in 1994 resulted in many changes in the education system. These changes include the creation of one national department. In line with this democratisation came the concept of school management teams (SMTs). Because of the democratic nature of this kind of a structure (SMT), it is required that educators work co-operatively and as a team. This has been problematic in some schools where the principal has traditionally felt comfortable taking decisions on his or her own without any input from relevant stakeholders. Furthermore, through the legacy of apartheid, teachers themselves have dogmatically been oriented to being the recipients of instructions and to view management as the prerogative of the principals only. The formalisation of SMTs thus brings new challenges to both principals and staff members, essentially the notion of democratic or team-management. The object of this study is to find out how the concept of democratic management is being received. This study includes all the government-aided high schools in Grahamstown (ten of them). Studying all 10 high schools - 6 from the local township, 3 ex-model C schools, and 1 from the coloured township – has produced a broad and varied picture of how SMTs are being received in Grahamstown secondary schools. The study was framed within the interpretive approach, and sought to unpack the perceptions of SMT members with regard to SMTs. An interpretive paradigm made it possible for me to gain an in-depth understanding of SMT members’ perceptions of team-management within their contexts. I used questionnaires, interviews and observation as research tools to gather data. This study has found that, although the concept of team management is well-received, there are significant obstacles to the acceptance of teamwork as an alternative form of management. Many of these may be the result of decades of disempowering governance strategies, resulting in impoverished notions of school ownership and joint responsibility. Some relate to the political nature of schools as organisations. Despite these problems, the study has confirmed that team-management is the preferred approach for a variety of reasons. Team-management usually results in enriched decision-making, the sharing of responsibilities and higher levels of support. A major systemic shortcoming highlighted by the study is the absence of meaningful training in democratic educational management.
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Toni, Nandi. "An assessment of the skills needed by school management teams to enhance their ability to manage schools effectively." Thesis, Port Elizabeth Technikon, 2004. http://hdl.handle.net/10948/205.
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1.1 MAIN PROBLEM A major concern in South African schools, especially in the disadvantaged areas, is the absence of effective leadership. Problems such as a lack of planning, an absence of vision, unfair resource allocation and feelings of uncertainty indicate a lack of meaningful leadership within the schools (Sterling and Davidoff, 2000:5). South Africa currently lacks a coherently explicit policy for the in-service training of school leaders. Until recently there has been no literature specifically addressing the problems school leaders face in black schools, no black professional organization for black school leaders, few opportunities for the discussion of ideas between departments, and few opportunities for training both before and after taking up a leadership position (Taylor and Tsukudu, 1995:111). The types of skills needed by School Management Teams(SMTs) for the effective management of schools depend on factors such as the needs of individual senior management members, the schools, the education system, the existing expertise of SMT members and their previous training. The purpose of skill development is to help develop and improve both the individual and the team performance of leaders responsible for managing schools in order to improve the functioning of schools(Mashinini and Smith,1995:133-135). In a growing number of developed and developing countries, a need for the more effective management of schools is becoming more important. Good management is regarded as essential if resources, both human and material, are to be used to maximum benefit so that schools make a valuable contribution to the economic and social well-being of societies (Taylor and Tsukulu, 1995:108). According to Sterling and Davidoff (2000:3), South African education is in a process of reconstruction and change. For those involved in education, the context feels unstable and at the point of delivery, the school, pressure is experienced. In addition to these problems, the socio-economic conditions result in many learners expecting not to be employed after completing their studies. This contributes to a feeling of despondence and demotivation amongst learners, which is often expressed in absenteeism, and a lack of commitment to their own education. Since 1996, reports by people in educational authority have confirmed a need for proper management training for managers in the South African educational system. In the past managers have been appointed to managerial positions such as head of department (HOD), deputy principal and principal without proper prior training. They have had to learn through trial and error and have made mistakes in the process. This situation is considered as neither inductive nor productive to a culture of teaching and learning (Deventer and Kruger, 2003:62). A study conducted by Steyn (1998:131-137) concluded that in the new South African dispensation, principals need to work closely with their first line managers in order to perform their 2 functions effectively. Steyn is of the opinion that a participative orientation in schools will be more effective than a centralized hierarchical orientation. The picture described above concerning the South African system and problems currently faced by teachers depicts a difficult environment which will not change overnight and one which requires effective intervention measures. This leads to the following problem, which will be addressed by this research. What management development skills do SMTs need to enhance their ability to manage schools effectively?.
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Mavuso, Mzuyanda Percival. "Education District Office support for teaching and learning in schools: the case of two districts in the Eastern Cape." Thesis, University of Fort Hare, 2013. http://hdl.handle.net/10353/d1006259.
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The idea of district support for schools is based on the view that local education offices are best placed to play a critical role in the promotion of quality teaching and learning. In performing this mandate whose characterisation has, over time, moved away from ‘inspection’ and ‘supervision’ both of which are seen as old fashioned and undemocratic, to support, which is seen as developmental. The aim of this study was to understand how three categories of district based officers, Subject Advisors, Integrated Quality Management System Coordinators and Education Development Officers support teaching and learning in schools. This was a case study of two districts in the Eastern Cape Province of South Africa. A total of six district officials and four school based officials participated in this study. In-depth interviews and document analysis were carried out. There were four main findings. First, support for schools by three district based officials was understood and practiced as administrative tasks, mainly consisting of monitoring policy implementation and monitoring resource provision to schools. School Management Teams saw district officers’ visits as focussing on compliance rather than support. Second, some pedagogical support was given by Subject Advisors through training teachers in subject content and methods of teaching that subject. This was done through workshops and demonstration lessons. However Subject Advisors did not at any time observe actual classroom teaching to see if teachers were implementing what they had learnt at workshops. Third, none of the officers mentioned direct support for teaching and learning at classroom level. Visits by officials were not directly linked to influencing teaching and learning classroom level. Fourth, schools saw district officials as working in separate pockets and sometimes sending different signals to them, despite claims by district officials that inter-disciplinary meetings were held among district officials, however, the nature of the coordination and the use to which it is put remains unclear. There were three main conclusions, first that although the district officials’ visits to schools were described as support, they exhibited the trappings of technicism of inspection; supervision and control; and appeared to neglect the developmental aspects implied in the notion of support. Second, the conception and practice of support visits by district officials were characterised by tension between support and control. Third, at district level support to schools lacked coordination among the three categories of officers who visit schools. This has implications for quality management in schools. Given the findings and conclusions of this study; it is recommended that the issue of support for schools be the focus of a survey research for which a probability sample must be drawn in order to generate findings that are generalisable across the participating target population. Other research could focus on investigating mechanisms by which the tension between support and control can be resolved. To improve practice of a framework for the development of a coordinated district support focusing on the core business of teaching and learning is suggested.
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Gardner, Stephen Wayne. "Analytic hierarchy analysis of leadership skills in education as rated by selected education, community, and business members in northwest Florida." [Pensacola, Fla.] : University of West Florida, 2005. http://purl.fcla.edu/fcla/etd/WFE0000047.
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Chow, Wai-yee. "How do school leaders shape school culture? a multi-dimensional perspective /." Click to view the E-thesis via HKUTO, 2005. http://sunzi.lib.hku.hk/hkuto/record/B35344222.
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Mabuku, Robert Nalisa. "Democratic leadership and management practices in a rural Namibian secondary school." Thesis, Rhodes University, 2010. http://hdl.handle.net/10962/d1003370.
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The primary purpose of this research was to investigate the understanding and implementation of democratic leadership and management in schools by school managers and other members of the school community in leadership and management roles as advocated by the policy of Education for all. The study also aimed at identifying any gaps in the understanding and practice of the participants in order to enhance democratic leadership and management in schools. Qualitative research using the interpretive approach was the methodology employed in order to fulfill the intention of the study, namely to investigate the participants` experiences and understanding of democratic education leadership and management. The case study method was appropriate to understand the meanings the participants attached to their practice in their natural setting. Data were collected by using semi-structured interviews, document analysis, and observation. The sample for the study consisted of ten participants: the principal, the head of department, two School Board members, two senior teachers, two Learner Representative Council members and two class captains. The findings suggest that the participants understood and practised democratic ELM in terms of broader participation, open communication, delegation for empowerment, learning organisation, shared decision-making, shared leadership and teamwork. However, the data suggest areas of concern in the participants` understanding and implementation of the policy which could be strengthened to entrench the policy. The study recommends that education policy makers, education managers, school managers, teachers, parents and learners all work towards improving democratic ELM in schools. In order to achieve this objective, policy makers are urged to avoid ambiguity to enable all implementers to fully understand policies. Education managers could ensure school-wide training on the policy while school managers and other stakeholders should engage in self-reflection and introspection and be more proactive towards improving their own understanding and practice.
Books on the topic "School management teams School management and organization Educational leadership Education"
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Jones, Jeff. Management skills in schools: A resource for school leaders. London: Paul Chapman, 2005.
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Team strategies for success: Doing what counts in education. Lanham, MD: Scarecrow Education, 2001.
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1943-, Huckman Lynda, ed. Senior management teams in primary schools: The quest for synergy. London: Routledge, 1999.
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Multi-leadership in urban schools: Shifting paradigms for administration and supervision in the new millennium. Lanham, MD: University Press of America, 2002.
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Uncommon leadership in education: The 7 secrets of motivating & inspiring your team. Peterborough, NH: Crystal Springs Books, 2009.
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Hitch, Christopher. Executive skills for busy school leaders. Larchmont, NY: Eye On Education, 2010.
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Hitch, Christopher. Executive skills for busy school leaders. Larchmont, NY: Eye On Education, 2010.
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Hitch, Christopher. Executive skills for the busy school leader. Larchmont, N.Y: Eye On Education, 2009.
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Dave, Coley, ed. Executive skills for the busy school leader. Larchmont, N.Y: Eye On Education, 2009.
Find full textBook chapters on the topic "School management teams School management and organization Educational leadership Education"
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dall'Acqua, Luisa. "Orientism Management Strategy for Entrepreneurial Mindset in the School Governance." In Improving Business Performance Through Effective Managerial Training Initiatives, 115–46. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3906-3.ch006.
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In a digital era, characterized by shared decision-making, and where web-based management is increasingly widespread, the term school “leader” may also refer to the highest-ranking administrator, who manages a complex organization, leads teachers, as well as those who participate in school leadership activities, using and managing digital supports. The school leader is always the first and foremost person in ensuring the efficiency in running the school and the effectiveness of the educational politics application. Nowadays, this role includes new duties and needs an equipment for new skills. Education world and policy makers alike seek a frame for effective leadership that can produce sustainable school improvement and continuous teacher commitment. The research finality of this chapter is how to manage the educational change, to train principals/headmasters to be decision leaders, able to recognize and manage the change, choose right collaborators/coadjutors with the perspective of a factual team building.
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Omar, Salam. "Strategic Planning in Education." In Strategic Thinking, Planning, and Management Practice in the Arab World, 238–49. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8048-5.ch012.
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BCAA is an outstanding school that was rated as one of the top schools in the UAE in 2016 and again in 2018. Taking into consideration the fact that strategic planning is an important factor in guiding educational organizations to achieve a shared vision, this case study provides its readers with a detailed guide for other schools to be aided with. This case study shows the commitment of the leadership team towards the strategic planning. It also highlights the importance and the different aspects of the planning. The researcher has interviewed the members of the leadership team in order to collect the required data for the study. The researcher analyzed the collected data thematically to provide other schools with a successful effective model of strategic planning. The findings of this study show that having a well-studied strategic plan in BCAA led it to succeed and to be evaluated as an outstanding college in all aspects. The results also reveal that the success of the BCAA strategic planning is due to the commitment, cooperation, effective communication, and sincerity of the people working at it.
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Santamaría, Andrés P., Melinda Webber, and Lorri J. Santamaría. "Effective School Leadership for Māori Achievement." In Advances in Human Resources Management and Organizational Development, 99–119. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8376-1.ch007.
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This chapter leads a critical discourse amongst research and educational leadership communities around the nature of cross-cultural interactions and the role diversity plays in changing the status quo with regard to access, equity and academic achievement. Through this strengths-based qualitative inquiry, the authors bridge Kaupapa Maori (Maori ideology) and critical race theory methodologies with Maori and non-Maori culturally responsive leadership frameworks. Prerequisite conditions for effective cross-collaboration are presented based on the experiences of an international, interdisciplinary research team in collaboration with practicing Maori and non-Maori leaders of primary and secondary schools in Aotearoa New Zealand (NZ). The aim of the partnership is to promote the voices and practices of effective school leaders, through cross-cultural collaboration and research, to continue building critical mass for the important role of informing effective, culturally responsive leadership practices across Aotearoa NZ.
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Saini, Damini. "Relevance of Teaching Values and Ethics in Management Education." In Management Education for Global Leadership, 90–111. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1013-0.ch005.
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To understand the role of ethical education in facing the ethical challenges in organizations this chapter provides a discussion of implications of the questions of relevance, predicament and methods of ethical training. In the introduction author emphasizes on the reasons of focusing upon the ethical education, then describes the ethical connection with responsibility and explores the terms values, ethics and business ethics. Further the author describes the main focus of the chapter that is relevance of ethics in management education, what and how should ethics be taught. The chapter revolves around the responsibility of the leaders or top management in the various areas of organization which directly or indirectly affect their ethical and moral side of behavior and actions and highlights the importance of ethical education. Further the author reviews the courses running in syllabus of top B Schools of India and abroad, then finally proposes solutions and strategies to tackle the challenges.
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Göçen, Ahmet. "A Discussion of Servant and Ethical Leadership Styles." In Innovations in Educational Leadership and Continuous Teachers' Professional Development, 235–50. CSMFL Publications, 2020. http://dx.doi.org/10.46679/isbn978819484832511.
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With an increasing number of studies on leadership, the concepts of ethics and servant-hood occupy a greater presence in educational management literature. Today‖s school leader could achieve more recognition, become more credible and legitimate in their schools, with their stand in ethical dilemmas and welcoming the needs of the teachers and learners in the first place. It is believed that servant leadership presents organizations with a chance to attain their goals in ethical leadership practices. When the literature is examined, there seems a tendency to assume servant leadership as an influential factor in ethical outcomes. Thus, this chapter will seek to examine the related terms in ethical and servant leadership, the link between both leadership styles and will explore conceptual and empirical findings related to both leadership styles. The chapter is focused on studies in business and education settings, to give more comprehensive idea to the readers on servant and ethical leadership styles.
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Mqina, Bongi P., and Leila Goosen. "Investigating the Roles of School Management Teams in Curriculum Delivery Through ICTs in Education." In Advances in Educational Marketing, Administration, and Leadership, 158–78. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7168-2.ch011.
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The purpose of this chapter is to investigate the roles of school management teams in curriculum delivery through information and communication technologies (ICTs) in education concerning e-schools' community engagement. In terms of summarizing the content, the background is provided regarding the context of this problem and a review of the literature as per the outlined objectives of the chapter and including applicable theoretical and conceptual frameworks. The methodology, research method, paradigm, and sampling techniques used are indicated, as are data collection instruments, data analysis and interpretation, and research ethics. Finally, in dealing with the issues, controversies, problems, and challenges presented in the research questions and objectives, the findings as per the empirical study conducted are outlined with the discussions of solutions and recommendations. Future research directions are also discussed before the conclusion provides a discussion of the overall coverage of the chapter.
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Jasmine K.S. "Risk Based Thinking and Contingency Modeling in Leadership and Administration for Quality Management in Higher Education." In Research Anthology on Preparing School Administrators to Lead Quality Education Programs, 415–36. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3438-0.ch020.
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Risk based thinking is the core aspect to avoid or reduce the undesired effects and promote continual improvement for any organization, especially in the field of higher education. Preventive action becomes an automatic process when a management system is risk-based. The contingency approach to management will make fruitful results once it is considered as more explicit and builds it into strategic plan of the management system with upfront planning with the help of business models. In the strategic plan of any organization, leadership and administration plays an important role. By identifying the context related risks, leaders can analyze the opportunities in terms of impact and feasibility and plan towards prioritizing the risks to act on. In this direction, the need for a business model which focuses on efficient process-based approach towards risk prioritization, thereby prevention and avoidance is proposed, which demonstrates management their leadership, and commitment to the quality management of higher education.
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Luhalima, Takalani Rhoda, and Shonisani Agnes Mulovhedzi. "The Role of School Management Teams in Managing Curriculum Delivery During and After COVID-19." In Advances in Educational Marketing, Administration, and Leadership, 15–32. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7168-2.ch002.
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A curriculum is a guiding strength behind any educational system, and its successful implementation defines the actualization of every country's education goals. School management team (SMT) success depends on their readiness to be dynamic in changing times and serving their duties as curriculum leaders. The purpose of this chapter is to investigate the roles of SMTs in managing curriculum delivery during and after the COVID-19 pandemic. The desktop research method was used. The content of this chapter focuses on the management of teaching and learning during the COVID-19 crisis. To ensure the quality of education, schools should be actively involved in curriculum implementation. Various factors supporting school management teams and strategies used in effective management curriculum delivery are highlighted. In addition, the factors that act as barriers in managing curriculum delivery and conflict of interests will be discussed. Finally, the authors recommend that SMTs, teachers, students, and all stakeholders should embrace the transition of curriculum delivery.
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Mulovhedzi, Shonisani Agnes, and Takalani Rhoda Luhalima. "Role of School Management Teams in Planning of Curriculum Delivery During and After the COVID-19 Pandemic." In Advances in Educational Marketing, Administration, and Leadership, 215–31. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7168-2.ch014.
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School management teams (SMTs) plan school teaching and learning curriculum. Through the desktop research method, this chapter investigates the role of SMTs in planning the curriculum delivery during and after COVID-19. It focuses on the role of SMTs in planning the mode of curriculum delivery, reviewing learning materials, setting plans on the transition to online teaching and learning, controlling curriculum issues, and encouraging a predictable annual routine during and after COVID-19. The chapter also discusses challenges faced in the planning of curriculum delivery during and after the COVID-19 pandemic. Further, it provides suggestions on strategies that can assist teachers in improving the delivery of the curriculum. Finally, the chapter concludes by explaining the available different modes of delivering the curriculum. Thus, the chapter aims to investigate the planning of curriculum delivery during and after the COVID-19 pandemic as one of the roles of school management teams in education.
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McGaw, Martha Ann Davis. "Designing Schools as Learning Centers." In Handbook of Research on Modern Educational Technologies, Applications, and Management, 359–76. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3476-2.ch022.
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There are several variables that need to be considered when rethinking education delivery for the 21st century. Designing schools as learning centers is more than just about restructuring the physical space of schools. Effective education leadership and administration must successfully align several often-competing goals. These goals include guiding a human-centered organization, consisting primarily of young, evolving learners while continually managing knowledge and information delivery and balancing the needs of students and teachers with the education policy requirements set by federal and state legislation and subsequently interpreted by school districts. This chapter explores the ‘rethinking education delivery' theme through several topics such as learner's comfort levels, teacher- training and professional development, and school district leadership. A case study looks at a six-year research project focused on the effect of district and school leadership styles on teaching and learning.
Conference papers on the topic "School management teams School management and organization Educational leadership Education"
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Curpanaru, Gabriela-Livia. "Quality Management and Leadership in Education." In ATEE 2020 - Winter Conference. Teacher Education for Promoting Well-Being in School. LUMEN Publishing, 2021. http://dx.doi.org/10.18662/lumproc/atee2020/11.
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Increasingly, the notion of manager is confronted with that of leader. The literature written on this subject is considerable (John P. Kotter and Abraham Zaleznik being only two of the sound names that can be mentioned in this endeavor). Zaleznik proposed that managers were results driven and leaders were creative artists. Kotter proposed that leaders navigated change and managers navigated complexity. John P. Kotter says that today's managers need to know how to lead, be managers and leaders. The differences are: 1. Management is more formal and scientific than leadership. Management is an explicit set of tools and techniques, based on reason and testing, that can be used in a variety of situations; 2. Leadership involves having a vision of where the organization should go; 3. Leadership demands cooperation, teamwork. Researcher Warren Bennis said, “Managers are people who do things right, and leaders are people who do right things.” Organizations need both. So what does leader mean, what does manager mean? Why are these concepts being put so often face to face? A management specialist, P. Drucker (1954) draws a first distinction: management means doing the right thing, and leadership means doing the right thing. Such an opinion is continued by S. R. Covey (1990): "management is efficient in ascending on the scale of success, and management determines whether the ladder is placed on the right wall". In other words, the manager manages, organizes, the leader has a vision. Such a direction of analysis is illustratively supported by the metaphor of the road through the jungle: in organizing and conducting this expedition - often similar to the activity of organizations to achieve the proposed objectives - the manager prepares the tools, distributes them to the participants, writes and debates procedural manuals, in time what the driver looks for the direction, the path, has a certain sense for finding the best way. Thus, while the manager generates orders, organization, the leader creates and causes change, draws directions not only objectives, sets directions not only agendas, seeks new resources does not rationally allocate only existing ones. Assuring quality management inevitably brings multiple changes of substance and size in terms of philosophy and management practice at the level of the Romanian school. The concept of quality management necessarily includes the notion of leadership. The multiple researches carried out over time on quality management in education have consistently nominated among the factors that generate and feed this efficiency, the idea of leadership. Thus, the quality of leader of the manager is considered fundamental for ensuring quality management in the school, and the school is considered effective.
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Kelsey, Karishma, and Andrew J. Zaliwski. "Let’s Tell a Story Together." In InSITE 2017: Informing Science + IT Education Conferences: Vietnam. Informing Science Institute, 2017. http://dx.doi.org/10.28945/3718.
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[This Proceedings paper was revised and published in the Interdisciplinary Journal of E-Skills and Lifelong Learning (IJELL)] Aim/Purpose: The teaching solution presented in this paper was implemented to overcome the common problems encountered by authors during years of practice of applied business studies teaching. Background: In our school, we have deep multicultural environments where both teachers and students are coming from different countries and cultures. The typical problems encountered with students include: not reading the case studies, language problems, different backgrounds and cultures, a different understanding of leadership in teamwork related to various management traditions, lack of student participation, and engagement in teamwork. Methodology: The above problems were solved on the basis of the novelty use of several tools usually used separately: a combination of case studies with visualization and current representation of knowledge related to the case study. The visualization context is provided by “rich picture” (as a part of SSM methodology) to create a shared understanding among students. Another ingredient of the proposed solution is based on Pacific storytelling tradition and the Pacific methodology of solving problems. Contribution: It was suggested the new delivery model strengthening advantages of case studies. Findings Studies and surveys made from 2009 to the present are promising. There is a visible improvement in students’ grades and observed changes in students’ behavior toward more active in-class participation. Recommendations for Practitioners: This paper focuses on implementation and technical aspects of the presented method. However, the application of the presented method needs robust and time-consuming preparation of the teacher before the class. Recommendation for Researchers: The current results show that the proposed method has the potential to improve students’ experience in applied business courses. The project is ongoing and will undergo progressive changes while collecting new experiences. The method may be applied to other types of courses. By focusing on the storytelling and rich picture, we avoid technological bias when we teach business problem-solving. We focus instead on teaching students the social-organizational interactions influencing the problem solution. Impact on Society Implementing of cultural sensitivity into the teaching process. Making teaching process more attractive for multicultural students. Future Research: Reducing teacher overload when using the method presented by the development of computerized tools. This is undergoing through utilizing Unreal Engine. Also, it is planned to enhance our team by artists and designers related to computer games.