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`Each chapter in the book is firmly rooted in research and is well referenced as one would expect of such a book. It will be of particular use to people with an academic interest in this aspect of school management but will also be thought-provoking for those who are involved in the development of the curriculum within their institution′ - escalate This book explores many of the new aspects of the core business of schools and colleges, that is, the curriculum. Keeping the focus clearly on learning and teaching, the contributors explore the practical issues for managers at institutional level, within the context of their need to understand and analyze key educational values and principles. Part One presents overviews of theories and models of curriculum, while Part Two examines how these are applied through planning, monitoring and evaluating. Part Three explores in detail the various managerial roles within schools and colleges from leaders to those responsible for cross-curriculum work and special educational needs. The fourth part discusses the importance of effectively managing resources for the curriculum - the environment, support staff and finance. Contributors use empirical research evidence to analyze current curriculum trends whilst proposing various new models which are likely to emerge in the 21st century.
This book examines the implications of the 1988 Education Reform Act in respect of the National Curriculum including core subjects, foundation subjects, attainment targets and the national arrangements for the assessment and testing of pupils. It covers the implications of marrying the national curriculum requirements to other major curriculum initiatives (TVEI, GCSE, CPVE, AS levels) and will draw comparisons with some European countries. The management of the curriculum will be looked at from a number of standpoints: primary head, secondary head, local authority adviser, chief education officer, HMI, school governor and parent.
This new edition of Managing the Primary School brings up-to-date the discussion of the tasks and skills which are central to the role of the headteacher. Like the first edition, this book deals with all aspects of that role, taking into account the implications of the Education Reform Act and the National Curriculum. Each chapter considers a particular area of running a school with chapters covering children's development, the curriculum, staff selection, development and appraisal, and interpersonal skills and communication. The book also examines the changing relationships with parents and governors and the headteacher's involvement with marketing the school and managing the budget. Throughout, Joan Dean reviews recent research into the relevant areas, paying particular attention to studies of effective schools. This book will be invaluable to all headteachers in primary schools and also to other members of management teams, advisers, inspectors and consultants working with primary schools.
Curriculum and curriculum issues are at the heart of current debates about schooling, pedagogy and learning. This book will enable practitioners, scholars and academics to understand how to re-design or to suggest changes to curriculum structure, shape and content. Grounded in theory and philosophy, the book also offers practical help in grasping this controversial area. Inside, the authors: provide practical planning templates support and provoke analysis, discussion and experimentation include definitions of key terms and reflective questions incorporate practical examples and case material based on their work worldwide on curriculum design and evaluation.
Those who manage schools and educational systems today have an arduous task as schools everywhere are being asked to do more than ever before. This book analyses how they are responding, focusing on new school management approaches at the primary and secondary school levels.
First published in 1997. Routledge is an imprint of Taylor & Francis, an informa company.
The COVID-19 pandemic has introduced a new paradigm in education that has forced school management teams to re-imagine their curricula delivery functions and obligations during and post COVID-19. Now there are concerns about the state to which curriculum delivery in schools is likely to become planned, implemented, and managed. Investigating the Roles of School Management Teams in Curriculum Delivery improves the quality of planning, implementation, and management of curriculum delivery to advance the quality of teaching and learning in schools. Particularly, it envisages innovative strategies, best practices, and addresses problems in the planning, implementation, and delivery of curricula by school management teams. Covering topics such as curriculum delivery theory, curriculum delivery in planning, implementation, and management during and post COVID-19; curriculum delivery in assessment and alternative assessment; and reimagining inclusivity in curriculum delivery, this edited book is essential for departmental heads, deputy principals, education district officials, department of basic education curriculum designers, instructional designers, administrators, academicians, university teachers, researchers, and post-graduate students.
`This edition is more focussed on the leadership demands of managers both within the school and its community. This book can be used as a source of reference for anyone on a school manager position, written by people who practice management on educational organizations themselves, it deals with the fundamentals of what management is the many roles of the manager′ - Headteacher Update `The book is clearly structured, with an informative table to contents. Each chapter ends with practical tasks which could be sued either by an individual at home or by groups in a training session. The book is worth adding to any staffroom library for the section of "time-management techniques" alone. If only I has acquired the habit of "starting each day by writing list of all the things that should be done that day and starring them to indicate importance" in recognition that "the critical distinction is between what is urgent and what is important"!′ - Education Review `This book provides a thoroughly comprehensive guide to managing staff, meetings, motivating people, managing conflict, health and safety and much more′ - Nursery Equipment This popular book has been thoroughly updated for its Fourth Edition. Targeting the contents directly to the needs of today′s school manager. The book is now even more directed towards the leadership demands on managers, both within the school and in its community setting. New sections have been written to deal with emerging pressures on heads: - the increasing complexity of employment legislation - the management of risk - performance management - flexibility in the curriculum - the inclusion agenda - team development and leadership - the effect of the government′s new approach to early years education. Recent research and developments have been incorporated and the content has been extensively updated. The authors′ fresh and readable style, coupled with their use of proven interactive exercises, makes the book a first choice for busy heads and senior staff in all schools.
The 1988 Education Reform Act meant that schools had to manage themselves in ways which satisfied the world outside the school gates. Governors become more powerful, parents took on a greater influence and employers were given new rights. This book discusses the total management of schools as they respond to these new imperatives. It examines the responsibilities of Teachers, Head Teachers and Principals as they shape and execute their management plans. Against the background of a compulsory National Curriculum, the book also examines the management of the diverse pressures within the curriculum itself.
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.