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Transcript
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Turning around 14 Under-Performing Schools in Gauteng
East District
Presenters: Dr Muavia Gallie (PhD) & Mr Faruk Hoosain
3 November 2009
Joint Session 5
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Content
1. Introduction;2. Annual (Year) Planning
(Curriculum, Improvement,Accountability);
3. Organogram;4. Conclusion.
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Critical Steps in Planning1. Needs Assessment (What does the data tell us our needs are?)
2. Prioritising Needs (Which of these identified needs are of greatestconcern - 2-3 needs?)
3. Cause Analysis (What factors caused these needs of greatest concernto occur?)
4. Setting Goals (What is our goal in addressing each of these needs andwhen will we reach these goals?)
5. Goal Achieving Activities (What steps will we take to reach our goalsand who will oversee each step?)
6. Resource (What resources will we need to reach our goals?)
7. Monitoring (What methods will we use to ensure each step iscompleted?)
8. Evaluation (How will we measure the effectiveness of our actions?)
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Ladder of participationCollectiveAction orCo-Learning
Decidedbyothers
Decidedbyourselves
Co-operation
Consultation
Compliance
Co-optionCoercionConsumption
Action ON beingmanipulated: noreal input or power
Action FOR being informed ofset tasks: others set theagenda and direct the process
Action BY beingin control: inviteopinion of others
Action WITH partners: workingwith others to set priorities andcourse of action
Action FOR/ WITH beingconsulted: others analyse anddecide course of action
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Direction finder
Looking outwards -Managing the parents,learners, stakeholders toensure the learnerachievements meet theirexpectations
Looking upwards -Managing the departmentin order to achieveorganisational commitmentand goals
Looking forwards -Planning in order to ensurethat the team sets realistictargets, and obtainsappropriate resources toachieve those targets
Looking downwards -Managing the staff in orderto maximise theirperformance both asindividuals and collectively
Looking inwards -Managing yourself byreviewing yourperformance to ensure thatyour leadership makes apositive contribution to thegoals
Looking backwards -Monitoring progress withappropriate controlsystems, to ensure thegoals are met and that theteam learns from itsmistakes
Role ofthe
Principal
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Knowledge Skills Attitudes for Managers
Adapted from Geddes M., Hastings C., and Briner W. (1993), Project leadership, Gower .
Balance betweenpeople and task
Commitment
questioning
Foresight and planning
Sense of judgement and evaluation
Problem-solving ability
Assessing priorities
Skills in control
Task aims
Resource needs
Organisation policiesand systems
External suppliers andservices
ManagingYour Job
Caring andsympathetic
Loyalty to staff andorganisation
Approachable
Flexibility andadaptability
Communication (listening, interpreting,informing, briefing)