This study investigates the actions, roles and beliefs of curriculum leaders and managers as they work to secure improvements in curriculum delivery and in managing curriculum change, using the context of an academically successful rural secondary school as a case study. This study acknowledges that curriculum reforms are far from over in South African education scape and that these reforms are unlikely to neglect the school as a curriculum management site. The rationales of this study are threefold. First, in view of the challenges facing curriculum managers at school level, as well as the questionability of the school managements’ capacity to mediate the curriculum, there is a need for empirical investigation as to how successful rural schools manage the curriculum effectively. Secondly, to gain a greater understanding how school leaders might influence curriculum delivery through effective instructional leadership. Thirdly, given that South African principals have little experience of instructional leadership and managing, teaching and learning is one of the core modules in the new qualification for school principals, this study aims to contribute case study evidence in this field. This study was conducted within two research paradigms. Firstly, this study assumes that in a school setting there are key participants who are informative about the research foci. These participants have something important to say about curriculum management processes, curriculum change and instructional leadership. This assumption is located within phenomenology. Secondly, symbolic interaction is another conceptual paradigm in that curriculum management is studied as a complex process requiring interaction among role players. Findings indicated that the principal impacts positively on teaching and learning if he focuses on instructional leadership. Secondly, the effective use of regular meetings is essential in order to clarify the vision and build an organization and culture where teaching and learning flourish. Thirdly, curriculum managers are directly involved in curriculum management, albeit at different angles. Fourthly, the capacity of the School Management Team (SMT) needs to be strengthened through use of innovative practices and lastly, the principal needs to be a proactive leader who observes and takes ownership of curriculum changes. / Curriculum and Instructional Studies / M. Ed. (Curriculum Studies)

This study investigates the actions, roles and beliefs of curriculum leaders and managers as they work to secure improvements in curriculum delivery and in managing curriculum change, using the context of an academically successful rural secondary school as a case study. This study acknowledges that curriculum reforms are far from over in South African education scape and that these reforms are unlikely to neglect the school as a curriculum management site. The rationales of this study are threefold. First, in view of the challenges facing curriculum managers at school level, as well as the questionability of the school managements’ capacity to mediate the curriculum, there is a need for empirical investigation as to how successful rural schools manage the curriculum effectively. Secondly, to gain a greater understanding how school leaders might influence curriculum delivery through effective instructional leadership. Thirdly, given that South African principals have little experience of instructional leadership and managing, teaching and learning is one of the core modules in the new qualification for school principals, this study aims to contribute case study evidence in this field. This study was conducted within two research paradigms. Firstly, this study assumes that in a school setting there are key participants who are informative about the research foci. These participants have something important to say about curriculum management processes, curriculum change and instructional leadership. This assumption is located within phenomenology. Secondly, symbolic interaction is another conceptual paradigm in that curriculum management is studied as a complex process requiring interaction among role players. Findings indicated that the principal impacts positively on teaching and learning if he focuses on instructional leadership. Secondly, the effective use of regular meetings is essential in order to clarify the vision and build an organization and culture where teaching and learning flourish. Thirdly, curriculum managers are directly involved in curriculum management, albeit at different angles. Fourthly, the capacity of the School Management Team (SMT) needs to be strengthened through use of innovative practices and lastly, the principal needs to be a proactive leader who observes and takes ownership of curriculum changes. / Curriculum and Instructional Studies / M. Ed. (Curriculum Studies)

South African educators have experienced problems understanding and implementing various previous curriculum policies such as Curriculum 2005 and the Revised National Curriculum Statement. These problems have made it necessary for the Department of Basic Education (DBE) to introduce the national Curriculum and Assessment Policy Statements (CAPS) in 2012. CAPS was intended to improve teaching and learning, but as with the implementation of any new curriculum it implies the following: The need for educator training; Need for new resources; Change in policy; An increased workload. This qualitative study which was conducted at a primary school in the Imfolozi Circuit aimed to determine how CAPS is implemented and its implications on teaching and learning. Data collected from focus group interviews and document analysis revealed that while educators welcomed the introduction of CAPS for its clarity, structure, clear guidelines and time frames however they experienced challenges related to the quality and the amount of training, inadequate resources, increased workload and the impact of rapid pace of the curriculum on teaching and learning. Based on these results recommendations are made for the improvement of the implementation of CAPS. / Curriculum and Instructional Studies / M. Ed. (Curriculum Studies)

South African educators have experienced problems understanding and implementing various previous curriculum policies such as Curriculum 2005 and the Revised National Curriculum Statement. These problems have made it necessary for the Department of Basic Education (DBE) to introduce the national Curriculum and Assessment Policy Statements (CAPS) in 2012. CAPS was intended to improve teaching and learning, but as with the implementation of any new curriculum it implies the following: The need for educator training; Need for new resources; Change in policy; An increased workload. This qualitative study which was conducted at a primary school in the Imfolozi Circuit aimed to determine how CAPS is implemented and its implications on teaching and learning. Data collected from focus group interviews and document analysis revealed that while educators welcomed the introduction of CAPS for its clarity, structure, clear guidelines and time frames however they experienced challenges related to the quality and the amount of training, inadequate resources, increased workload and the impact of rapid pace of the curriculum on teaching and learning. Based on these results recommendations are made for the improvement of the implementation of CAPS. / Curriculum and Instructional Studies / M. Ed. (Curriculum Studies)

The study focused on the role of the school management team in curriculum change management. Apart from a literature review, an empirical investigation based on a qualitative research paradigm involving semi-structured individual and focus group interviews was used to collect data at three secondary schools in the Tshilamba circuit in Limpopo Province. Literature findings revealed that although, in the first place, politically inclined the introduction of Curriculum 2005 was also steered by the socio-economic needs of the country. Empirical findings elicited that although managing curriculum changes was a challenging effort on account of an initial and continuous lack of adequate training, the school management teams of the selected schools were acquainted with significant knowledge and skills on curriculum change management. This pertains to lesson plan management, supporting and monitoring educators, managing the school register and timetable and managing school finances to select teaching and learning resources. / Further Teacher Education / M. Ed. (Educational Management)

Chapter one of this study outlines some of the problems encountered in education today, with particular reference to the 'relevance gap'. This is taken to mean that the education which learners receive does not adequately prepare them for life, i.e. academic life, social life and their later career. The South African scenario is described briefly, with the focus on English language teaching and learning. The importance of English language skills is underlined. This chapter also includes a discussion on the writer's awareness of the problem, the research proposal, aims and method of the study plus a definition of terms. The next chapter argues that the curriculum is at the centre of the education endeavour and indicates that a relevant curriculum is one that (a) is dynamic, (b) focuses on the learner, (c) considers the context within which and for which the learning takes place and (d) includes all the relevant role-players and stakeholders in its design and development. A set of guidelines for developing and implementing a relevant curriculum, are then suggested based on this assumption. This is followed by a description of the traditional curriculum model, as proposed by Robert Zais (1976), and the outcomes-based approach to curriculum design, development and implementation proposed by William Spady (1993). The latter formed the basis for the development of Curriculum 2005 currently being implemented in South Africa. This section serves to illustrate the differences between these two approaches with regard to the principles underlying the approaches and the elements which determine the structure of the curriculum. In chapter four the researcher attempts to evaluate the traditional curriculum and the outcomesbased approach descn"bed in Chapter 3 on the basis of the guidelines for a relevant curriculum outlined previously, i.e. to what degree do these two models satisfy the need for: * a dynamic curriculum which is true to life and responsive to changes within society; * a focus on learner needs and aptitudes; * a careful consideration of the context within which and for which the learning is taking place; and * the inclusion of the relevant stakeholders and role-players in its design, development and implementation. / Curriculum and Instructional Studies / M. Ed. (Didactics).

The study focused on the role of the school management team in curriculum change management. Apart from a literature review, an empirical investigation based on a qualitative research paradigm involving semi-structured individual and focus group interviews was used to collect data at three secondary schools in the Tshilamba circuit in Limpopo Province. Literature findings revealed that although, in the first place, politically inclined the introduction of Curriculum 2005 was also steered by the socio-economic needs of the country. Empirical findings elicited that although managing curriculum changes was a challenging effort on account of an initial and continuous lack of adequate training, the school management teams of the selected schools were acquainted with significant knowledge and skills on curriculum change management. This pertains to lesson plan management, supporting and monitoring educators, managing the school register and timetable and managing school finances to select teaching and learning resources. / Further Teacher Education / M. Ed. (Educational Management)

Chapter one of this study outlines some of the problems encountered in education today, with particular reference to the 'relevance gap'. This is taken to mean that the education which learners receive does not adequately prepare them for life, i.e. academic life, social life and their later career. The South African scenario is described briefly, with the focus on English language teaching and learning. The importance of English language skills is underlined. This chapter also includes a discussion on the writer's awareness of the problem, the research proposal, aims and method of the study plus a definition of terms. The next chapter argues that the curriculum is at the centre of the education endeavour and indicates that a relevant curriculum is one that (a) is dynamic, (b) focuses on the learner, (c) considers the context within which and for which the learning takes place and (d) includes all the relevant role-players and stakeholders in its design and development. A set of guidelines for developing and implementing a relevant curriculum, are then suggested based on this assumption. This is followed by a description of the traditional curriculum model, as proposed by Robert Zais (1976), and the outcomes-based approach to curriculum design, development and implementation proposed by William Spady (1993). The latter formed the basis for the development of Curriculum 2005 currently being implemented in South Africa. This section serves to illustrate the differences between these two approaches with regard to the principles underlying the approaches and the elements which determine the structure of the curriculum. In chapter four the researcher attempts to evaluate the traditional curriculum and the outcomesbased approach descn"bed in Chapter 3 on the basis of the guidelines for a relevant curriculum outlined previously, i.e. to what degree do these two models satisfy the need for: * a dynamic curriculum which is true to life and responsive to changes within society; * a focus on learner needs and aptitudes; * a careful consideration of the context within which and for which the learning is taking place; and * the inclusion of the relevant stakeholders and role-players in its design, development and implementation. / Curriculum and Instructional Studies / M. Ed. (Didactics).