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1.
Jim Jones Deputy Headteacher 《School Leadership & Management》2013,33(3):305-308
There are an increasing number of research studies concerned with the realm of middle management in schools. However, few of these studies have adequately defined what might be considered middle management in schools, or have clarified which posts constitute those of middle managers. In addition, these studies have rarely considered the way in which different departmental cultures and structures affect leadership style and departmental performance. This article acknowledges the importance of the role of the head of department in secondary schools in school wide change and outlines some of tensions and dilemmas facing those who manage from the middle. It considers the leadership tensions facing heads of department in secondary schools and points towards the variety of departmental contexts, structures and cultures in which heads of department, or subject leaders operate. The article offers an analysis of the dynamic between leadership and culture within the departmental context. It concludes by suggesting that heads of department have a major contribution to play in managing cultural change at both the department and whole school level. 相似文献
2.
Lynne M. Hannay 《Teachers and Teaching》2013,19(1):105-121
Abstract Secondary schools are facing significant reculturalization in the very meaning of secondary school education. Educators involved in such changes are coping with finding new ways of conceptualizing and implementing such changes. This paper employs the concept of images, as a component of personal practical, in order to understand the impact of the reculturalization currently being experienced in some Ontario secondary schools. The article explores the difficulties in dealing with reculturalization incurred because of the past images of secondary school department heads and explores new images emerging in some of the studied schools. 相似文献
3.
In recent review of the literature on integrating evaluative inquiry into organizational culture, Cousins, Goh, Clark and Lee [Cousins, J.B., Goh, S., Clark, S. & Lee, L. (2004). Canadian Journal of Program Evaluation
19(2), 99–144] suggest that there is a link between evaluative inquiry and organizational learning in schools. However, there have been no published studies examining the views, perceptions and importance teachers and administrators attach to these practices and activities in their schools. This article reports results from a survey of 970 educators about their views on both of these topics – organizational learning and evaluation. Teachers and school administrators in 41 middle and secondary schools in Manitoba, Canada, responded to questions about current evaluation practices, attitudes towards evaluation and experience with systematic inquiry, as well as organizational learning capacity, school support structures and their readiness for evaluation and change. The survey results suggest that educators perceive their schools to have a moderate capacity for organizational learning. Similarly, respondents indicated that a moderate to low level of evaluation activity is currently taking place in their schools. Some implications for change in building a learning capacity and an evaluative inquiry culture in schools and suggestions for further research are discussed. 相似文献
4.
Yin Cheong Cheng 《School Effectiveness & School Improvement》2013,24(2):85-110
This study intends to investigate how school organizational culture is related to important organizational characteristics and observe how the profiles of strong culture‐effective schools are different from those of weak culture‐ineffective schools in terms of organizational variables (such as principal's leadership, organizational structure, and teachers’ social interactions), teachers’ job attitudes, and school effectiveness criteria. It is a cross‐sectional survey research involving 54 randomly sampled Hong Kong secondary schools and 588 teachers. The unit of analysis is the school. Organizational ideology index was found to be substantially correlated with schools’ perceived organizational effectiveness. Among the 10 measures of these organizational variables, teachers’ esprit and principal's charismatic leadership can contribute substantially to the prediction of school's strength of organizational culture. The organizational profile of perceived strong culture‐effective schools is contrastingly different from that of perceived weak culture‐ineffective schools. The findings suggest that difference in organizational culture can be reflected at least in three overt levels: 1. organizational level in terms of principal's leadership behaviors, organizational formalization and participation, and teachers’ social norms; 2. teachers’ attitudinal level in terms of organizational commitment, social job satisfaction, intrinsic job satisfaction, and influence job satisfaction; and 3. school effectiveness level in terms of perceived overall organizational effectiveness and academic achievements in public examinations. The findings reinforce the importance of organizational culture to the ongoing effort and discussion of school improvement and school effectiveness. 相似文献
5.
Teacher perceptions of school culture and their organizational commitment and well-being in a Chinese school 总被引：1，自引：0，他引：1
This study aims to analyze and validate the dimensions and specific features of a school culture in a Chinese context. A sample
of 181 teachers from a Chinese primary and secondary school in Beijing participated in a survey that measures school organizational
cultural characteristics and teacher organizational commitment and well-being as outcomes of school culture. Specific cultural
characteristics of this school and their impact on teacher organizational commitment and well-being were identified. The findings
provide important information for understanding a school culture in the Chinese context. It enriches the theory related to
school culture and the research findings that have been identified in the Western settings. 相似文献
6.
基于对北京市5255名教师的问卷调查,本研究考察中小学学校组织文化的现状及其特点。研究表明:中小学学校组织文化的三个因素:教师文化、学校文化认同、校长文化,能较好地解释学校组织文化的结构;不同职业生涯发展阶段教师对学校组织文化的认知有所差异,其中6-10年教龄教师对学校组织文化的认同最低;中学和小学教师在学校组织文化的认知上有所差异,小学教师对于学校组织文化的认同度要普遍高于中学教师;不同性质的学校教师在学校组织文化的认知也有所差异,重点学校和薄弱学校教师对学校组织文化的认同度要明显高于普通学校的教师。 相似文献
7.
《Africa Education Review》2013,10(3):588-600
Abstract This article deals with the challenges in the implementation of education for all as experienced by principals in rural secondary schools in Mpumalanga. Interventions which have been implemented on national and provincial level to improve teaching and learning are not equally successful in schools countrywide. The central phenomenon of interest involved the determination of the management and leadership views of rural secondary school principals concerning their ability to ensure Education for All. A theoretical grounding of the situation was developed through a literature review. Interviews were conducted with principals in rural Mpumalanga to collect empirical data for the research. Two main aspects that emerged from the study, was the impact that change, tradition and culture have on teaching and learning in the rural secondary schools in Mpumalanga. 相似文献
8.
The present study examines the generalizability of a previously‐validated model concerning how visible aspects of organizational culture can affect performance within an educational environment. Data were collected from 156 upper and lower secondary‐school teachers selected at random from 26 secondary schools in Singapore. The results indicate that school performance can be determined from knowledge of a school's cultural environment. The theoretical and practical implications of the results are discussed. 相似文献
9.
Roy Lowe 《International Journal of Research & Method in Education》2013,36(1):45-52
Abstract This article reports on the findings of an investigation in which 30 secondary schools rated the priority being given to and the likely impact on teaching and learning of a selection of 23 issues currently on the agenda for school improvement. Results are considered for the whole sample, and according to the role of respondents and school context. Schools are giving high priority to the implementation of national policies and school‐generated initiatives directed at improved classroom practice. However, the perceived impact of externally generated change is less than that of change for which school staff feel a sense of ownership. Policies directed at a consideration of resource issues, professional development and salary changes are accorded low priority and are not considered to have a marked impact on teaching and learning. There is a potential for frustration and loss of morale when policies that are thought to be of limited value within schools require time and sometimes extensive consideration. The article's conclusions for policy‐makers are directed at minimising this risk. 相似文献
10.
11.
ABSTRACT Understanding the relationship between innovative learning spaces and teachers’ pedagogical and social practices is essential given the increasing investment in innovative learning spaces worldwide. This study examined the socio-spatial practices of a group of teachers at a secondary school in an innovative learning space. Interview responses from 21 teachers revealed that space and social practices co-became through the interplay of the school culture, the physical, social and curriculum structures, and individual teachers’ sense-making of the practice. The study found that the cultural and structural systems drove the initial becoming of social practices, and that the individual systems shaped the diversified nature of the becoming. The findings suggest the importance of supporting teachers’ sense-making in terms of conceptions of subject teaching, professional identity, the affordances and constraints of the space and confidence in and capacity of constructing and managing effective learning experience in the space, when effecting educational changes with space. 相似文献
12.
Barbara Maughan Andrew Pickles Michael Rutter Janet Ouston 《School Effectiveness & School Improvement》2013,24(3):188-210
Abstract Much work on school effectiveness has been based on cross‐sectional comparisons between schools. Longitudinal studies of schools over time may complement this approach. Changes in both school practice and pupil outcomes were monitored in a five year study of change in six London secondary schools. This paper reports on changes in outcomes, illustrating marked improvements in some areas. A companion paper (Ouston, Maughan & Rutter, in press) explores associated changes in school practice. 相似文献
13.
我国中小学组织结构究竟是一种怎样的状态？又如何看待这些年所进行的学校组织结构变革？三所学校（A小学、B初中和C高中）的三对组织结构图标明了三校十年间在高层管理职、中层管理职、低层管理职及基层员工职上发生的系列变化.一方面,三校在在组织结构变革的广度和深度方面表现出差异性,即随着学校由小学向初中再向高中的递升,它们在组织结构变革的范围、力度方面呈现出反向的递减趋向;另一方面,它们在走向分部化与分层化方面又表现出愈加明显的共同性.由此带来的学校组织的复杂化、集中化与正式化问题,亟待从多角度予以反思和定性.中小学组织结构变革,本质上取决于人们对学校组织的性质与类型的根本认识. 相似文献
14.
随着我国社会人才需求的转变,我国教育体系也随之发生改变。越来越多的中职院校成为了为社会输送高素质劳动者的摇篮。文章立足于中职院校的职业发展,浅谈中职校园文化体系建设的内涵和对学生职业发展的影响,分析目前中职校园文化建设中存在的问题,进一步探究基于职业发展下中职校园文化体系的构建策略。 相似文献
15.
段俊吉熊和平 《宁波大学学报(教育科学版)》2018,(5):39-044
教学楼是师生开展教学活动的主要场所,是建筑物理学和空间社会学的统一体。在教学楼漫长的“前史”里,教学空间的组织形式被不断重构,建筑空间与结构的嬗变也不断更替了教育的文化价值。在我国当代中小学主流的教学楼中,微观的空间权力技术支配着知识和人的组织形式,体现了工业建筑的空间文化。教学楼的空间叙事主要通过空间编码、空间语法和空间语境等基本策略来呈现它的教育内涵。从这个意义上说,空间是学校教育的方法论。 相似文献
16.
ABSTRACT American high schools present an extremely difficult, nearly intractable setting for serious educational reform efforts. Yet such efforts can succeed. This article reports results from a survey of 179 urban comprehensive high schools that were successfully implementing change programs based on effective schools principles. All schools encountered problems of implementation. Larger‐scale, instructionally‐oriented, and longer‐lasting programs induced more problems. Problems were only moderated, not eliminated, by good‐quality planning. Given the problem‐richness of change efforts, the major determinant of successful implementation was good problem‐coping. It was made more likely by the presence of consensus (shared vision), support of key stakeholders in and out of the school, planning quality, external assistance, and administrative time spent. Case studies showed that the presence of an empowered change management group aided all these critical factors. Schools with the most impact (defined as student outcomes, teacher improvement, and organizational improvement) had focused on teacher or organizational changes to begin with, coped with the inevitable problems well, had internal and external constituencies supporting the change effort, and sustained the work for a longer period of time (typically 4‐5 years). The key variables appear to form a coherent causal network. Implications for change management are drawn. 相似文献
17.
《信阳师范学院学报(哲学社会科学版)》2019,(4):95-99
乡村中小学文化建设对乡村学校培育和践行社会主义核心价值观,贯彻落实立德树人根本任务,传承和发展优秀传统乡土文化具有重要价值,影响着乡村学校教育事业的发展方向。长期以来,由于种种因素的制约与影响,使得乡村中小学文化建设,面临着诸多的现实问题和困难。加强乡村中小学文化建设,一是要建立共同愿景,培育共同价值观;二是要建构教师文化,生成乡土情怀;三是强化制度约束,养成文化自觉;四是要根植乡土文化,形成学校个性。 相似文献
18.
This article addresses the question of what is entailed in enhancing teacher quality and student achievement through university-school partnership. It compares two different secondary schools working in partnership with Clark University in Worcester, Massachusetts. University Park Campus School (UPCS) is a small, neighborhood-based school that spans grades 7–12 and serves 215 students. South High School is a large comprehensive high school, with grades 9–12, and 1500 students. UPCS has attained an exceptional level of effectiveness, as reflected in student achievement; all students have passed the statewide test on their first try, with most scoring in the top two performance categories (“proficient” and “advanced”), and qualified for postsecondary education. In contrast, South High, committed to a major restructuring initiative, marks improvement more slowly and incrementally. While scale looms large as a factor in explaining the effectiveness of each school (an instrumental factor), the story of the differences between the two schools is more complex. The comparison focuses on the most salient dimensions in an effort to understand critical cultural dimensions of effectiveness. 相似文献
19.
《Africa Education Review》2013,10(2):205-220
Abstract The establishment of a learning culture in schools is important for education to take place. The erosion of the learning culture which often culminated in the poor academic performance of Grade 12 learners in township secondary schools has been a cause for concern for many years. The Department of Education's countless efforts to rectify the situation have been to no avail. This article endeavours to establish the contribution that school principals can make towards resolving the problem. As manager and instructional leader of the school, the principal is in a suitable position to address this problem, and it is also his or her primary responsibility to lead and guide the school towards the attainment of good academic performance. The article discusses the principals' role in restoring a learning culture in township secondary schools. It discusses the management strategies or functions that principals can employ to restore a positive school culture. The management strategies were obtained by means of an interview from the principals of effective secondary schools. The literature study and the views of the principals obtained by means of a questionnaire confirm the effectiveness of the strategies in restoring a learning culture. 相似文献
20.
A recent trend in developed countries’ school curricula has been the transition from disciplinary to generic forms of knowledge, resulting in an emphasis on interdisciplinary organisation and more active forms of learning. Subject specialists are increasingly expected to demonstrate how their subject interconnects and equips pupils with key life skills. Such a change requires a major cultural shift and has been controversial, particularly in Scotland where Curriculum for Excellence, the latest curriculum reform, has seen this debate re-emerge. A detailed empirical case study of one secondary school Social Studies department that has already negotiated these shifts is presented. The case study provides insights into how school and department structures and cultures conducive to a more integrated approach have been developed. Leadership, increased opportunities for teachers to exercise greater autonomy in their work, sources of impetus and support for innovation, and the co-construction of meaning through dialogue are important themes in this process. This case study connects with current policy and provides an insight into strategies that other schools might employ when seeking to embed integrative practices. The department is identified as a significant locus for innovation and one which appears to challenge the norm. 相似文献