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Originally published in 1988. The qualities that identify a good school are high teaching standards and teacher morale, good levels of behaviour, successful pupil performance and a well-balanced provision of extra-curricular activities. Such schools are described as ‘well-run’ but the correlation between effectiveness and an explicit management strategy is not yet established. This book seeks to examine the role of management in the primary school and to identify those areas in which effective management practice can make a valuable contribution to school life for the benefit of both staff and pupils. It argues that although useful insights can be gained into school organisation from the scientific management perspective, the human relation approach to management has more to offer to those working in the primary sector. The focus is therefore on personal relationships. The importance of a clear sense of purpose is emphasised throughout, especially in view of the challenges which now face our primary schools.
This book is for all teachers who have curriculum and management responsibilities in primary schools or who aspire to those positions. It provides an analysis of those responsibilities and of how they may best be exercised in the changing climate of primary education. It takes account of the many radical policy changes that have influenced the management of primary schools since 1988. Above all it offers practical guidelines on which effective strategies for managing primary schools may be based while recognising that good management is not an end in itself.
This volume is dedicated to dealing with OFSTED, creating whole school policy and the demands of co-ordinating and managing several subjects within a small school.
Children in today's world are inundated with information about who to be, what to do and how to live. But what if there was a way to teach children how to manage priorities, focus on goals and be a positive influence on the world around them? The Leader in Meis that programme. It's based on a hugely successful initiative carried out at the A.B. Combs Elementary School in North Carolina. To hear the parents of A. B Combs talk about the school is to be amazed. In 1999, the school debuted a programme that taught The 7 Habits of Highly Effective Peopleto a pilot group of students. The parents reported an incredible change in their children, who blossomed under the programme. By the end of the following year the average end-of-grade scores had leapt from 84 to 94. This book will launch the message onto a much larger platform. Stephen R. Covey takes the 7 Habits, that have already changed the lives of millions of people, and shows how children can use them as they develop. Those habits -- be proactive, begin with the end in mind, put first things first, think win-win, seek to understand and then to be understood, synergize, and sharpen the saw -- are critical skills to learn at a young age and bring incredible results, proving that it's never too early to teach someone how to live well.
How can countries make sustainable gains in student learning at scale? This is a pressing question for Latin America and the Caribbean (LAC)--and the developing world more broadly--as countries seek to build human capital to drive sustainable growth. Significant progress in access has expanded coverage such that nearly all children in the region attend primary school, but many do not gain basic skills and drop out before completing secondary school, in part due to low-quality service delivery. The preponderance of evidence shows that it is learning--and not schooling in and of itself--that contributes to individual earnings, economic growth, and reduced inequality. For LAC in particular, low levels of human capital are a critical factor in explaining the region’s relatively weak growth performance over the last half century. The easily measurable inputs are well-known, and the end goal is relatively clear, but raising student achievement at scale remains a challenge. Why? Part of the answer lies in management--the managers, structures, and practices that guide how inputs into the education system are translated into outputs, and ultimately outcomes. While management is often mentioned as an important factor in education policy discussions, relatively little quantitative research has been done to define and measure it. And even less has been done to unpack how and how much management matters for education quality. This study presents new conceptual and empirical contributions that can be synthesized in four key messages: 1. Student learning is unlikely to improve at scale without better management. 2. Management quality can be measured and should be measured as a catalyst for improvement. 3. Management affects how well every level of an education system functions, from individual schools to central technical units, and how well they work together. 4. Several pathways to strengthening management are open to LAC countries now, with the potential for significant results. The study elaborates on each of these messages, synthesizing recent data and research and presenting the results of several new research initiatives from across the region.
Issues raised include: improving the quality of pupils' learning experience; effective staff organisation; development of policy and management of resources; and establishing good relationships between the head, the school and the community.
There is a tendency in much educational thinking to view pupils in passive terms, as the material on which schools operate. This damaging view is challenged here. Significant recent research shows the effects of changing educational conditions on the experience of teaching and learning in schools. By redressing the balance and acknowledging the affective side of pupils and their learning, this book shows that improved understanding leads to improved teaching. Contributions from Stephen Ball, Martyn Descombe, Ann Filer, Andy Hargreaves, Bob Jeffrey, Geoff Troman, Andrew Pollard and Peter Woods.
The Education Reform Act of 1988 had enormous implications for the management of secondary schools. In particular, the Act brought about changes for those responsible for departmental, year or cross-curricular teams. Managing Teams in Secondary Schools gives practical guidance to teachers who carry out such responsibilities. Based on the premise that all teachers in secondary schools have direct and developing part to play in the management of the school at some level, the book examines the changes the Act entails, and locates the work of team leaders and their colleagues within that framework. it provides an accessible and detailed discussion boyh of the nature of teamwork, underlying the role of planning and the need for effective communication, and of the skills required of the succesful team leader. Les Bell looks in particular at team-building in the context of planning, decision-making and problem-solving as part of the process of change management, and at staff development and appraisal programmes. The key focus is on the management of staff and relationships within staff and the relationships within staff groups. Primarily directed at those in middle management positions in secondary schools, the book's emphasis on teamwork means that it will be of interest to anybody involved in secondary school teaching.
This book is one of a set of eight innovative yet practical resource books for teachers, focussing on the classroom and covering vital skills for primary and secondary teachers. The books are strongly influenced by the findings of numerous research projects during which hundreds of teachers were observed at work. The first editions of the series were best sellers, and these revised editions will be equally welcomed by teachers eager to improve their teaching skills. Successful primary teachers operate in many different ways, but they have one thing in common - an ability to manage their classrooms effectively. Without the skills required to do this, the most inspiring and knowledgeable teacher will fail. In Class Management in the Primary School, Ted Wragg helps teachers to clarify their own aims and to find the strategies which will work for them. Topics covered include: *first encounters *establishing the rules *management of *time and space *coping with specific discipline problems There are certain skills that teachers possess that are of paramount importance - class management is one of those areas. Effective classroom management can be the single most influential factor in getting it right and is a core teaching skill that both trainee and experienced teachers should constantly be improving on.
Reissuing works originally published between 1975 and 1997, this collection includes books covering all aspect of managing schools, from primary to further education. With an international selection of authors, some volumes present case studies while others address wider areas of concern in the management of educational institutions. Individual volumes concern special schools and specific types such as the grant-maintained system in the UK. Topics cross over from finance to staff development to politics and governance to innovation. This is an excellent varied set for any education management bookshelf.